- Series: Harvard Business Essentials
- Paperback: 176 pages
- Publisher: Harvard Business Review Press; Harvard Business Essentials edition (September 1, 2004)
- Language: English
- ISBN-10: 1591394376
- ISBN-13: 978-1591394372
- Product Dimensions: 0.5 x 6 x 9 inches
- Shipping Weight: 9.6 ounces (View shipping rates and policies)
- Average Customer Review: 4.7 out of 5 stars See all reviews (9 customer reviews)
- Amazon Best Sellers Rank: #427,749 in Books (See Top 100 in Books)
Enter your mobile number or email address below and we'll send you a link to download the free Kindle App. Then you can start reading Kindle books on your smartphone, tablet, or computer - no Kindle device required.
To get the free app, enter your mobile phone number.
Crisis Management: Mastering the Skills to Prevent Disasters (Harvard Business Essentials) Harvard Business Essentials Edition
Use the Amazon App to scan ISBNs and compare prices.
Frequently bought together
Customers who bought this item also bought
Browse award-winning titles. See more
If you are a seller for this product, would you like to suggest updates through seller support?
Top Customer Reviews
If you are a CEO or a senior manager in a firm of any size, this will convince you to prepare now for unforeseen problems that could endanger your business tomorrow.
If you are a BCM/DR professional, this book will give you material and ideas for developing a pro-active crisis management culture within your organization, right up to convincing the the board to give the program full support.
IT managers tasked with developing DR program will also benefit this way, but will also gain precious insight in how to communicate effectively with the media, in fact how to communicate with all stakeholders to get the organization's message across as it wants it understood.
This guide makes an excellent case that unexpected emergencies are best handled a long time before anything goes wrong. My only criticism is that it focuses too much on planning for specific scenarios, such as a fire, and not enough on more abstract impact scenarios, such as loss of premises whatever the reason. However, since it also strongly advocates the need to prepare for unforeseeable contingencies, this isn't a problem.
Vincent Poirier, Tokyo
For all that, it's not bad at all. It was fit for purpose and was just what I needed.
Credit Richard Luecke with pulling together a wealth of information and counsel from various sources. He is also the author of several other books in the Essentials series. In this instance, he was assisted by a subject advisor, Larry Barton, who is president of the American College. Together, they have carefully organized the material as follows. First, they explain why power is necessary in organizations "even though our society distrusts power and those who seek it." Next, they examine the sources of power. Then they explain why power is realized only through some form of expression. In Chapter 4, they examine influence in sharper focus, illustrating three specific tactics that any manager can use. Then in the next two chapters, Luecke and Reardon shift their attention to the concept of persuasion. They identify the four elements of persuasion and discuss how various audiences and people with diverse decision-making styles are receptive ("susceptible") to different forms of persuasion. Then in Chapter 6, they explain how to appeal both to the mind (with logic and/or evidence) and the to heart (by anchoring the given proposition in a human context). Hence the importance of compelling details, vivid images, similes, metaphors, analogies, and especially stories achieve resonance with an audience.
In Chapter 7, Luecke and Reardon provide some excellent suggestions to increase and enhance the impact of a formal presentation. "It suggests a presentation structure and a number of rhetorical devices perfected by the ancient Greeks. It also explains the various learning styles used by people and explains the importance of adapting each formal presentation to the needs, interests, and temperament of the given audience.
I also appreciate the three appendices provided. "In Leading When You're Not the Boss," Luecke and Reardon offer useful tips on how to be productive and effective in situations in which (usually lower-level managers) are expected to lead but have no formal power or authority to do so. Appendix B includes two forms by which to assess an audience and to assess one's own ability to persuade others. (Please check out Figures B-1 and B-2 on pages 135-139.) In the third appendix, Luecke and Reardon offer seven "Rules" to follow when preparing visuals for presentations that will have maximum impact.
Obviously, it is in an organization's best interests to formulate comprehensive contingency plans and then sustain preventive maintenance. However, there are developments and their consequences that, when they occur, create unforeseen crises to which organizations must respond. These are the situations in which organizations and their leaders define themselves, for better or worse. Hence the importance of information sources which can guide and inform not only contingency planning and preventive maintenance but also crisis response. Their value is even greater when a serious crisis occurs.
Those who share my high regard for this volume are urged to check out other volumes in the Essentials series (notably Managing Change and Transition) and Harvard Business Review on Crisis Management as well as Steven Fink's Crisis Management: Planning for the Inevitable and Eric Dezenhall and John Weber's Damage Control: Why Everything You Know About Crisis Management Is Wrong. Also, Jeffrey Pfeffer's What Were They Thinking?, Dean Spitzer's Transforming Performance Measurement, Ram Charan's Know-How, Mike Green's Change Management Masterclass, and Enterprise Architecture As Strategy co-authored by Jeanne W. Ross, Peter Weill, and David Robertson.