Managing Change in Extreme Contexts
Edited by David Denyer, Colin Pilbeam
Routledge – 2015 – 280 pages
Routledge – 2015 – 280 pages
Extreme events such as accidents, crises and disasters occur in organizations of all types. Sometimes these hit the headlines, but they also occur regularly beyond the public gaze. What follows is normally an investigation in which ‘lessons will be learned’ and the event ‘must never happen again’. These produce recommendations to limit the damage from a future event, or to prevent it altogether. In many cases, this doesn’t happen, and the changes are not implemented. Why should this be the case?
Containing a unique collection of cross-sector and international case studies, this book investigates the conditions and processes that encourage or inhibit change after an extreme event. There are nine research-based cases including: a re-examination of change in Haringey Social Services in the aftermath of the deaths of Victoria Climbié and ‘Baby P’; a leak at Sellafield Nuclear reprocessing plant; an explosion on an offshore gas platform operated by Centrica Storage, and the multi-agency response to bush fires in Australia.
In providing a comprehensive analysis of organizational change and crisis management, the book identifies a common event sequence and recurrent issues, themes and mechanisms. The cross-case analysis provides both unique insights into organizational change following extreme events and realistic guidance for improving change implementation. The result is a resource that will be vital reading for advanced students, researchers and managers involved with organizational studies and crisis management.
'This book focuses on an often forgotten phase of emergency management. I am pleased to see this gap being filled.'
Caroline McMullan, Director of MSc Emergency Management, Dublin City University, Ireland
Part I: The context 1.What’s the problem? (David A. Buchanan and David Denyer) Part II: Incident analyses 2.Fatal failures to change? The case of Haringey social care (Dominic Elliott and Allan Macpherson) 3.Mayland, Torrens and Mitcham (David A. Buchanan, David Denyer and Cíara Moore) 4.‘A firefighter is a firefighter is a firefighter’: the breakdown of sensemaking and leadership at Richley fire station (David Denyer) 5.‘Stay or go’? The 2009 Victorian bushfires (Martina K. Linnenluecke and Andrew Griffiths) 6.Wattle Park Hospital – responding to an outbreak of the Norovirus (Clare Kelliher) Part III: Addressing the problems 7.Who to blame: losing sight of the big picture (Colin Pilbeam) 8.No slippage: sustaining control of healthcare acquired infections (Colin Pilbeam and David A. Buchanan) 9.THORP: leading change in extreme contexts (David Denyer) 10.Towards a high reliability organization at CSL (David Denyer and Glenn Sibbick) Part IV: Conclusions 11.Crisis leadership competencies and development by the use of advanced learning simulations (Albert Angehrn and Alexander Fliaster) 12.Approaches to post-crisis change (Colin Pilbeam and David Denyer)
David Denyer is Professor of Organizational Change at Cranfield University, UK
Colin Pilbeam is Senior Research Fellow in Organization Studies at Cranfield University, UK