Book contents
- Constructing Crisis
- Constructing Crisis
- Copyright page
- Dedication
- Contents
- Tables
- Preface
- 1 Undertaking a New Interpretive Effort
- 2 Crisis as a Reification of Urgency
- 3 Advancing the Crisis-as-Event Model
- 4 Problems, Crises, and Contextual Constructionism
- 5 An Objective Description and a Subjective Uh-Oh!
- 6 Believing Claims of Urgency – Or Not
- 7 The Power of a Good (Crisis) Narrative
- 8 To Create Such a Crisis, to Foster Such a Tension
- 9 Beyond Forged-in-Crisis Leadership
- 10 So What?
- References
- Index
10 - So What?
Published online by Cambridge University Press: 23 August 2019
- Constructing Crisis
- Constructing Crisis
- Copyright page
- Dedication
- Contents
- Tables
- Preface
- 1 Undertaking a New Interpretive Effort
- 2 Crisis as a Reification of Urgency
- 3 Advancing the Crisis-as-Event Model
- 4 Problems, Crises, and Contextual Constructionism
- 5 An Objective Description and a Subjective Uh-Oh!
- 6 Believing Claims of Urgency – Or Not
- 7 The Power of a Good (Crisis) Narrative
- 8 To Create Such a Crisis, to Foster Such a Tension
- 9 Beyond Forged-in-Crisis Leadership
- 10 So What?
- References
- Index
Summary
Constructing Crisis was conceived and executed under the assumption that ideas have consequences, that how we think helps shape how we act. The goal throughout has been to prompt a rethinking of the notion of crisis, with particular focus on the relationship between leaders and their claims of urgency.
Whether as members of a group, employees of an organization, or citizens of a country, we face numerous and varied claims on our attention by leaders. Focus on this, we are urged. Ignore that. Constructing Crisis advocates for a deliberative, critical response to all such claims. Crises are not things to be managed; they are claims to be appraised thoughtfully and critically.
- Type
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- Information
- Constructing CrisisLeaders, Crises and Claims of Urgency, pp. 221 - 252Publisher: Cambridge University PressPrint publication year: 2019