Crisis-ready leadership: building resilient organizations and communities
Saved in:
| Main Author: | |
|---|---|
| Format: | Electronic eBook |
| Language: | English |
| Published: |
Newark
Wiley
2023
|
| Subjects: | |
| Links: | https://ebookcentral.proquest.com/lib/hwr/detail.action?docID=7219859 https://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&db=nlabk&AN=3581283 |
| Physical Description: | 1 Online-Ressource (xiii, 224 Seiten) Illustrationen, Diagramme |
| ISBN: | 9781119700258 |
Staff View
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| 245 | 1 | 0 | |a Crisis-ready leadership |b building resilient organizations and communities |c Bob Campbell |
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| 505 | 8 | |a Intro -- Crisis-ready Leadership -- Contents -- Preface -- Acknowledgements -- Introduction -- Part One The Situation -- 1 Emerging Threats and Hazards -- 1.1 Incident Management Systems -- 1.2 Threats, Hazards, and Incidents -- 1.3 Spectrum of Incidents -- 1.3.1 Pre-incident Phase -- 1.3.2 Incident Phase -- 1.3.2.1 The Emergency -- 1.3.2.2 The Crisis -- 1.3.2.3 The Disaster -- 1.3.2.4 The Catastrophe -- 1.3.3 Post-incident -- 1.4 Identifying Conventional Threats and Hazards -- 1.5 Thinking Outside the Box -- 2 Operating Contexts - Command and Coordination -- 2.1 Public Safety Context -- 2.2 Private Sector Context -- 2.2.1 Stationary Hazards -- 2.2.2 Mobile Hazards -- 2.3 Combined Public-Private Operating Context -- 2.3.1 El Dorado Chemical Company Emergency Case Study -- 2.3.2 West Fertilizer Company Crisis Case Study -- 2.3.3 Superstorm Sandy Disaster Case Study -- 2.3.4 COVID-19 (Global Incident of Significance) Case Study -- 2.4 Escalating Scale of Incidents Lead to Multijurisdictional Response -- 2.5 Challenges of Multijurisdictional Response -- 2.6 Large Scale Disaster, Multinational Context, and Challenges -- 2.7 Multidisciplined Response -- 2.7.1 Credentialing and Certifications -- 2.7.2 HazMat Response Training and Certification -- 2.7.3 Consensus Standards for Operations -- 2.7.4 Methods of Triage, Decontamination, and Sampling -- 2.7.5 HazMat Detection -- 2.7.6 Public Communication -- 2.7.7 Technical Specialists -- 2.7.8 Recovery Contractors -- 2.8 Unified Command -- 3 The Challenge Ahead -- 3.1 Confronting the Evolving Threats, Hazards, and Vulnerabilities -- 3.1.1 Expanding Scope of Threats and Hazards -- 3.1.2 Increasing Severity of Threats and Hazards -- 3.1.3 Vulnerable Populations -- 3.2 Preparing to Overcome the Challenges -- 3.2.1 Planning -- 3.2.2 Funding Systems -- 3.2.3 Organizational Approach -- 3.2.4 Rethinking the Norms | |
| 505 | 8 | |a 3.2.5 Whole Community Preparedness -- 3.3 Creating Conditions for Success before the Crisis -- 3.4 Leading through a Crisis -- 3.4.1 Establish the Goal and Objectives -- 3.4.2 Communicate the Goal and Incident Objectives -- 3.4.3 Assign Resources -- 3.4.4 Coordinate with Stakeholders -- 3.4.5 Monitor Progress and Control Outcomes -- 3.4.6 Communicate Again -- 4 Risk-Based Planning -- 4.1 Hazard Identification Risk Assessment Methodology -- 4.2 Risk Calculation -- 4.2.1 Likelihood Rating -- 4.2.2 Consequence Rating -- 4.3 Vulnerability Assessment -- Part Two Decision-Making -- 5 Situational Awareness -- 5.1 What Is Situational Awareness? -- 5.2 Situational Awareness Model -- 5.2.1 Perception -- 5.2.2 Comprehension -- 5.2.3 Projection -- 5.2.4 Intervention -- 5.3 Relationship between Situational Awareness and Decision-Making -- 5.3.1 Task and Environmental Factors -- 5.3.2 Individual Factors -- 5.4 Application of the Situational Awareness Model -- 6 Decision Theory -- 6.1 Critical Thinking -- 6.1.1 Perception Applied -- 6.1.2 Comprehension Applied -- 6.1.3 Projection Applied -- 6.1.4 Problem-Solving -- 6.1.5 Courses of Action -- 6.2 Decision-making -- 6.2.1 Resource Constraints -- 6.2.2 Time Constraints -- 6.2.2.1 Decision-making: No Time Constraints -- 6.2.2.2 Decision-making: Time Constrained -- 6.2.2.3 Decision-making: Making Good Decisions -- 6.2.3 Decision-Making Models -- 6.2.3.1 Data Quality Objective Model -- 6.2.3.2 Subjective, Empirical Model -- 6.2.4 Implementing the Decision -- 7 Application of FEMA's Community Lifelines -- 7.1 Terminology -- 7.2 Community Lifelines Construct -- 7.3 Benefits of the Community Lifelines Toolkit -- 7.4 Limitations with the Community Lifelines Toolkit -- 7.5 Application of Community Lifelines from a Local Leadership Perspective -- 7.5.1 Lifeline Assessment and Status -- 7.5.2 Establishing Incident Priorities | |
| 505 | 8 | |a 7.5.3 Operationalizing Lifelines by Organizing Response Activities around Lines of Effort -- 7.5.4 Establish Additional Logistics and Resource Requirements -- 7.5.5 Reassess Lifeline Conditions and Status -- 7.5.6 Stabilization and Recovery -- 7.6 An Organizational Perspective -- 7.6.1 Adapting Lifelines and Components -- 7.6.2 Detecting and Reporting Unstable Components -- 7.6.3 Stabilizing through Lines of Effort -- 7.7 Application Summary -- Part Three Adversity to Sound Judgment -- 8 Crisis Stress and Effect on Judgment -- 8.1 Definitions and Spectrum of Stress -- 8.2 Psychological Effects -- 8.3 Physiological Effects -- 8.4 The Effects of Stress on Judgment -- 9 Overcoming Stress to Optimize Performance -- 9.1 Health and Wellness -- 9.2 Planning -- 9.3 Organization -- 9.4 Equipment, Technology, and Decision-Support Tools -- 9.5 Training and Exercises -- 9.6 Expertise, Competency, and Proficiency -- Part Four Crisis Leadership -- 10 Profiles in Crisis Leadership -- 10.1 Crisis Leader Profiles -- 10.2 Brock Long: Leading FEMA through Transformation while Supporting Federal Response to Hundreds of Disasters during the Most Extensive and Costly Disaster Season in US History -- 10.3 Lieutenant General (Ret) H.R. McMaster: Counterinsurgency against Al Qaeda in Iraq -- 10.4 Frank Patterson: Incident Commander during the West Fertilizer Company Incident Response -- 10.5 Derrick Vick, President of Freedom Industries: Leading through a Financial Crisis and a Return to Prosperity -- 10.6 Chad Hawkins: COVID-19 Response Incident Management Team Incident Commander -- 10.7 Major General (Ret) Dana Pittard: Leading the Campaign against ISIS in Iraq -- 11 Attributes of a Crisis Leader -- 11.1 Essential Character Traits -- 11.1.1 Humility -- 11.1.2 Integrity -- 11.1.3 People Smarts -- 11.1.4 Moral Courage Builds Confidence -- 11.2 Knowledge | |
| 505 | 8 | |a 11.2.1 Self-awareness -- 11.2.2 The Plan -- 11.2.3 Situational Awareness with Leading Indicators -- 11.2.4 Multidisciplinary Knowledge -- 11.3 Skills -- 11.3.1 Communication -- 11.3.2 Complex Problem-Solving and Design Thinking -- 11.3.3 Trust Building -- 11.3.4 Decisiveness -- 11.4 Additional Advice -- 11.5 Developing Crisis Leadership Skills -- Part Five A Safe and Secure Tomorrow -- 12 Preparedness -- 12.1 Preparedness Cycle -- 12.1.1 Assessment -- 12.1.2 Planning -- 12.1.3 Organizing and Equipping -- 12.1.4 Training -- 12.1.5 Exercise/Testing -- 12.1.6 Improvement -- 12.2 Preparedness Cycle Implementation -- 13 Building Resilience -- 13.1 A Resilience Model -- 13.2 Resilience Indicators -- 13.3 Traditional Response and Recovery Model vs. Simultaneous Recovery -- 13.4 A Systematic Approach to Resilience -- 13.4.1 Define the System -- 13.4.2 Identify Local, Relevant Hazards and Assess the Risk -- 13.4.3 Identify the Components of the System That Are Impacted by the Hazards -- 13.4.4 Identify the Interdependent Components and the Extent of Impact -- 13.5 Aggregate the Impact on All Components Based on Risk of Each Hazard -- 13.6 Determine Vulnerabilities within the System -- 13.7 Develop Strategies to Strengthen Components to Enhance Resilience -- 13.7.1 Evaluate and Prioritize Resilience Measures That Increase System-wide Resilience -- 13.7.2 Implement Actions to Increase Resilience -- 13.8 Disruptions-Theory of Constraints -- 13.9 Whole Community Approach -- 13.10 Setting Conditions for Successful Outcomes before the Incident -- 14 Navigating from Crisis to Recovery -- 14.1 Summary of a Leader's Role in Crisis Leadership -- 14.2 Pre-incident -- 14.3 During the Crisis -- 14.4 Post-crisis -- 14.5 Developing a Plan of Action -- 14.5.1 Organizational Readiness -- 14.5.2 Leadership Readiness -- 14.6 Conclusion -- Index -- EULA. | |
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Record in the Search Index
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| author | Campbell, Bob |
| author_facet | Campbell, Bob |
| author_role | aut |
| author_sort | Campbell, Bob |
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| bvnumber | BV049019706 |
| classification_rvk | QP 343 |
| collection | ZDB-30-PQE ZDB-4-NLEBK |
| contents | Intro -- Crisis-ready Leadership -- Contents -- Preface -- Acknowledgements -- Introduction -- Part One The Situation -- 1 Emerging Threats and Hazards -- 1.1 Incident Management Systems -- 1.2 Threats, Hazards, and Incidents -- 1.3 Spectrum of Incidents -- 1.3.1 Pre-incident Phase -- 1.3.2 Incident Phase -- 1.3.2.1 The Emergency -- 1.3.2.2 The Crisis -- 1.3.2.3 The Disaster -- 1.3.2.4 The Catastrophe -- 1.3.3 Post-incident -- 1.4 Identifying Conventional Threats and Hazards -- 1.5 Thinking Outside the Box -- 2 Operating Contexts - Command and Coordination -- 2.1 Public Safety Context -- 2.2 Private Sector Context -- 2.2.1 Stationary Hazards -- 2.2.2 Mobile Hazards -- 2.3 Combined Public-Private Operating Context -- 2.3.1 El Dorado Chemical Company Emergency Case Study -- 2.3.2 West Fertilizer Company Crisis Case Study -- 2.3.3 Superstorm Sandy Disaster Case Study -- 2.3.4 COVID-19 (Global Incident of Significance) Case Study -- 2.4 Escalating Scale of Incidents Lead to Multijurisdictional Response -- 2.5 Challenges of Multijurisdictional Response -- 2.6 Large Scale Disaster, Multinational Context, and Challenges -- 2.7 Multidisciplined Response -- 2.7.1 Credentialing and Certifications -- 2.7.2 HazMat Response Training and Certification -- 2.7.3 Consensus Standards for Operations -- 2.7.4 Methods of Triage, Decontamination, and Sampling -- 2.7.5 HazMat Detection -- 2.7.6 Public Communication -- 2.7.7 Technical Specialists -- 2.7.8 Recovery Contractors -- 2.8 Unified Command -- 3 The Challenge Ahead -- 3.1 Confronting the Evolving Threats, Hazards, and Vulnerabilities -- 3.1.1 Expanding Scope of Threats and Hazards -- 3.1.2 Increasing Severity of Threats and Hazards -- 3.1.3 Vulnerable Populations -- 3.2 Preparing to Overcome the Challenges -- 3.2.1 Planning -- 3.2.2 Funding Systems -- 3.2.3 Organizational Approach -- 3.2.4 Rethinking the Norms 3.2.5 Whole Community Preparedness -- 3.3 Creating Conditions for Success before the Crisis -- 3.4 Leading through a Crisis -- 3.4.1 Establish the Goal and Objectives -- 3.4.2 Communicate the Goal and Incident Objectives -- 3.4.3 Assign Resources -- 3.4.4 Coordinate with Stakeholders -- 3.4.5 Monitor Progress and Control Outcomes -- 3.4.6 Communicate Again -- 4 Risk-Based Planning -- 4.1 Hazard Identification Risk Assessment Methodology -- 4.2 Risk Calculation -- 4.2.1 Likelihood Rating -- 4.2.2 Consequence Rating -- 4.3 Vulnerability Assessment -- Part Two Decision-Making -- 5 Situational Awareness -- 5.1 What Is Situational Awareness? -- 5.2 Situational Awareness Model -- 5.2.1 Perception -- 5.2.2 Comprehension -- 5.2.3 Projection -- 5.2.4 Intervention -- 5.3 Relationship between Situational Awareness and Decision-Making -- 5.3.1 Task and Environmental Factors -- 5.3.2 Individual Factors -- 5.4 Application of the Situational Awareness Model -- 6 Decision Theory -- 6.1 Critical Thinking -- 6.1.1 Perception Applied -- 6.1.2 Comprehension Applied -- 6.1.3 Projection Applied -- 6.1.4 Problem-Solving -- 6.1.5 Courses of Action -- 6.2 Decision-making -- 6.2.1 Resource Constraints -- 6.2.2 Time Constraints -- 6.2.2.1 Decision-making: No Time Constraints -- 6.2.2.2 Decision-making: Time Constrained -- 6.2.2.3 Decision-making: Making Good Decisions -- 6.2.3 Decision-Making Models -- 6.2.3.1 Data Quality Objective Model -- 6.2.3.2 Subjective, Empirical Model -- 6.2.4 Implementing the Decision -- 7 Application of FEMA's Community Lifelines -- 7.1 Terminology -- 7.2 Community Lifelines Construct -- 7.3 Benefits of the Community Lifelines Toolkit -- 7.4 Limitations with the Community Lifelines Toolkit -- 7.5 Application of Community Lifelines from a Local Leadership Perspective -- 7.5.1 Lifeline Assessment and Status -- 7.5.2 Establishing Incident Priorities 7.5.3 Operationalizing Lifelines by Organizing Response Activities around Lines of Effort -- 7.5.4 Establish Additional Logistics and Resource Requirements -- 7.5.5 Reassess Lifeline Conditions and Status -- 7.5.6 Stabilization and Recovery -- 7.6 An Organizational Perspective -- 7.6.1 Adapting Lifelines and Components -- 7.6.2 Detecting and Reporting Unstable Components -- 7.6.3 Stabilizing through Lines of Effort -- 7.7 Application Summary -- Part Three Adversity to Sound Judgment -- 8 Crisis Stress and Effect on Judgment -- 8.1 Definitions and Spectrum of Stress -- 8.2 Psychological Effects -- 8.3 Physiological Effects -- 8.4 The Effects of Stress on Judgment -- 9 Overcoming Stress to Optimize Performance -- 9.1 Health and Wellness -- 9.2 Planning -- 9.3 Organization -- 9.4 Equipment, Technology, and Decision-Support Tools -- 9.5 Training and Exercises -- 9.6 Expertise, Competency, and Proficiency -- Part Four Crisis Leadership -- 10 Profiles in Crisis Leadership -- 10.1 Crisis Leader Profiles -- 10.2 Brock Long: Leading FEMA through Transformation while Supporting Federal Response to Hundreds of Disasters during the Most Extensive and Costly Disaster Season in US History -- 10.3 Lieutenant General (Ret) H.R. McMaster: Counterinsurgency against Al Qaeda in Iraq -- 10.4 Frank Patterson: Incident Commander during the West Fertilizer Company Incident Response -- 10.5 Derrick Vick, President of Freedom Industries: Leading through a Financial Crisis and a Return to Prosperity -- 10.6 Chad Hawkins: COVID-19 Response Incident Management Team Incident Commander -- 10.7 Major General (Ret) Dana Pittard: Leading the Campaign against ISIS in Iraq -- 11 Attributes of a Crisis Leader -- 11.1 Essential Character Traits -- 11.1.1 Humility -- 11.1.2 Integrity -- 11.1.3 People Smarts -- 11.1.4 Moral Courage Builds Confidence -- 11.2 Knowledge 11.2.1 Self-awareness -- 11.2.2 The Plan -- 11.2.3 Situational Awareness with Leading Indicators -- 11.2.4 Multidisciplinary Knowledge -- 11.3 Skills -- 11.3.1 Communication -- 11.3.2 Complex Problem-Solving and Design Thinking -- 11.3.3 Trust Building -- 11.3.4 Decisiveness -- 11.4 Additional Advice -- 11.5 Developing Crisis Leadership Skills -- Part Five A Safe and Secure Tomorrow -- 12 Preparedness -- 12.1 Preparedness Cycle -- 12.1.1 Assessment -- 12.1.2 Planning -- 12.1.3 Organizing and Equipping -- 12.1.4 Training -- 12.1.5 Exercise/Testing -- 12.1.6 Improvement -- 12.2 Preparedness Cycle Implementation -- 13 Building Resilience -- 13.1 A Resilience Model -- 13.2 Resilience Indicators -- 13.3 Traditional Response and Recovery Model vs. Simultaneous Recovery -- 13.4 A Systematic Approach to Resilience -- 13.4.1 Define the System -- 13.4.2 Identify Local, Relevant Hazards and Assess the Risk -- 13.4.3 Identify the Components of the System That Are Impacted by the Hazards -- 13.4.4 Identify the Interdependent Components and the Extent of Impact -- 13.5 Aggregate the Impact on All Components Based on Risk of Each Hazard -- 13.6 Determine Vulnerabilities within the System -- 13.7 Develop Strategies to Strengthen Components to Enhance Resilience -- 13.7.1 Evaluate and Prioritize Resilience Measures That Increase System-wide Resilience -- 13.7.2 Implement Actions to Increase Resilience -- 13.8 Disruptions-Theory of Constraints -- 13.9 Whole Community Approach -- 13.10 Setting Conditions for Successful Outcomes before the Incident -- 14 Navigating from Crisis to Recovery -- 14.1 Summary of a Leader's Role in Crisis Leadership -- 14.2 Pre-incident -- 14.3 During the Crisis -- 14.4 Post-crisis -- 14.5 Developing a Plan of Action -- 14.5.1 Organizational Readiness -- 14.5.2 Leadership Readiness -- 14.6 Conclusion -- Index -- EULA. |
| ctrlnum | (ZDB-30-PQE)EBC7219859 (ZDB-30-PAD)EBC7219859 (ZDB-89-EBL)EBL7219859 (OCoLC)1374425723 (DE-599)BVBBV049019706 |
| dewey-full | 658.4056 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.4056 |
| dewey-search | 658.4056 |
| dewey-sort | 3658.4056 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| format | Electronic eBook |
| fullrecord | <?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim"><record><leader>09511nam a2200541zc 4500</leader><controlfield tag="001">BV049019706</controlfield><controlfield tag="003">DE-604</controlfield><controlfield tag="005">20230727 </controlfield><controlfield tag="007">cr|uuu---uuuuu</controlfield><controlfield tag="008">230626s2023 xx a||| o|||| 00||| eng d</controlfield><datafield tag="020" ind1=" " ind2=" "><subfield code="a">9781119700258</subfield><subfield code="c">epub</subfield><subfield code="9">978-1-119-70025-8</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(ZDB-30-PQE)EBC7219859</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(ZDB-30-PAD)EBC7219859</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(ZDB-89-EBL)EBL7219859</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(OCoLC)1374425723</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-599)BVBBV049019706</subfield></datafield><datafield tag="040" ind1=" " ind2=" "><subfield code="a">DE-604</subfield><subfield code="b">ger</subfield><subfield code="e">rda</subfield></datafield><datafield tag="041" ind1="0" ind2=" "><subfield code="a">eng</subfield></datafield><datafield tag="049" ind1=" " ind2=" "><subfield code="a">DE-2070s</subfield><subfield code="a">DE-945</subfield></datafield><datafield tag="082" ind1="0" ind2=" "><subfield code="a">658.4056</subfield></datafield><datafield tag="084" ind1=" " ind2=" "><subfield code="a">QP 343</subfield><subfield code="0">(DE-625)141864:</subfield><subfield code="2">rvk</subfield></datafield><datafield tag="100" ind1="1" ind2=" "><subfield code="a">Campbell, Bob</subfield><subfield code="e">Verfasser</subfield><subfield code="4">aut</subfield></datafield><datafield tag="245" ind1="1" ind2="0"><subfield code="a">Crisis-ready leadership</subfield><subfield code="b">building resilient organizations and communities</subfield><subfield code="c">Bob Campbell</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="a">Newark</subfield><subfield code="b">Wiley</subfield><subfield code="c">2023</subfield></datafield><datafield tag="300" ind1=" " ind2=" "><subfield code="a">1 Online-Ressource (xiii, 224 Seiten)</subfield><subfield code="b">Illustrationen, Diagramme</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="b">txt</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="b">c</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="b">cr</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Intro -- Crisis-ready Leadership -- Contents -- Preface -- Acknowledgements -- Introduction -- Part One The Situation -- 1 Emerging Threats and Hazards -- 1.1 Incident Management Systems -- 1.2 Threats, Hazards, and Incidents -- 1.3 Spectrum of Incidents -- 1.3.1 Pre-incident Phase -- 1.3.2 Incident Phase -- 1.3.2.1 The Emergency -- 1.3.2.2 The Crisis -- 1.3.2.3 The Disaster -- 1.3.2.4 The Catastrophe -- 1.3.3 Post-incident -- 1.4 Identifying Conventional Threats and Hazards -- 1.5 Thinking Outside the Box -- 2 Operating Contexts - Command and Coordination -- 2.1 Public Safety Context -- 2.2 Private Sector Context -- 2.2.1 Stationary Hazards -- 2.2.2 Mobile Hazards -- 2.3 Combined Public-Private Operating Context -- 2.3.1 El Dorado Chemical Company Emergency Case Study -- 2.3.2 West Fertilizer Company Crisis Case Study -- 2.3.3 Superstorm Sandy Disaster Case Study -- 2.3.4 COVID-19 (Global Incident of Significance) Case Study -- 2.4 Escalating Scale of Incidents Lead to Multijurisdictional Response -- 2.5 Challenges of Multijurisdictional Response -- 2.6 Large Scale Disaster, Multinational Context, and Challenges -- 2.7 Multidisciplined Response -- 2.7.1 Credentialing and Certifications -- 2.7.2 HazMat Response Training and Certification -- 2.7.3 Consensus Standards for Operations -- 2.7.4 Methods of Triage, Decontamination, and Sampling -- 2.7.5 HazMat Detection -- 2.7.6 Public Communication -- 2.7.7 Technical Specialists -- 2.7.8 Recovery Contractors -- 2.8 Unified Command -- 3 The Challenge Ahead -- 3.1 Confronting the Evolving Threats, Hazards, and Vulnerabilities -- 3.1.1 Expanding Scope of Threats and Hazards -- 3.1.2 Increasing Severity of Threats and Hazards -- 3.1.3 Vulnerable Populations -- 3.2 Preparing to Overcome the Challenges -- 3.2.1 Planning -- 3.2.2 Funding Systems -- 3.2.3 Organizational Approach -- 3.2.4 Rethinking the Norms</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">3.2.5 Whole Community Preparedness -- 3.3 Creating Conditions for Success before the Crisis -- 3.4 Leading through a Crisis -- 3.4.1 Establish the Goal and Objectives -- 3.4.2 Communicate the Goal and Incident Objectives -- 3.4.3 Assign Resources -- 3.4.4 Coordinate with Stakeholders -- 3.4.5 Monitor Progress and Control Outcomes -- 3.4.6 Communicate Again -- 4 Risk-Based Planning -- 4.1 Hazard Identification Risk Assessment Methodology -- 4.2 Risk Calculation -- 4.2.1 Likelihood Rating -- 4.2.2 Consequence Rating -- 4.3 Vulnerability Assessment -- Part Two Decision-Making -- 5 Situational Awareness -- 5.1 What Is Situational Awareness? -- 5.2 Situational Awareness Model -- 5.2.1 Perception -- 5.2.2 Comprehension -- 5.2.3 Projection -- 5.2.4 Intervention -- 5.3 Relationship between Situational Awareness and Decision-Making -- 5.3.1 Task and Environmental Factors -- 5.3.2 Individual Factors -- 5.4 Application of the Situational Awareness Model -- 6 Decision Theory -- 6.1 Critical Thinking -- 6.1.1 Perception Applied -- 6.1.2 Comprehension Applied -- 6.1.3 Projection Applied -- 6.1.4 Problem-Solving -- 6.1.5 Courses of Action -- 6.2 Decision-making -- 6.2.1 Resource Constraints -- 6.2.2 Time Constraints -- 6.2.2.1 Decision-making: No Time Constraints -- 6.2.2.2 Decision-making: Time Constrained -- 6.2.2.3 Decision-making: Making Good Decisions -- 6.2.3 Decision-Making Models -- 6.2.3.1 Data Quality Objective Model -- 6.2.3.2 Subjective, Empirical Model -- 6.2.4 Implementing the Decision -- 7 Application of FEMA's Community Lifelines -- 7.1 Terminology -- 7.2 Community Lifelines Construct -- 7.3 Benefits of the Community Lifelines Toolkit -- 7.4 Limitations with the Community Lifelines Toolkit -- 7.5 Application of Community Lifelines from a Local Leadership Perspective -- 7.5.1 Lifeline Assessment and Status -- 7.5.2 Establishing Incident Priorities</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">7.5.3 Operationalizing Lifelines by Organizing Response Activities around Lines of Effort -- 7.5.4 Establish Additional Logistics and Resource Requirements -- 7.5.5 Reassess Lifeline Conditions and Status -- 7.5.6 Stabilization and Recovery -- 7.6 An Organizational Perspective -- 7.6.1 Adapting Lifelines and Components -- 7.6.2 Detecting and Reporting Unstable Components -- 7.6.3 Stabilizing through Lines of Effort -- 7.7 Application Summary -- Part Three Adversity to Sound Judgment -- 8 Crisis Stress and Effect on Judgment -- 8.1 Definitions and Spectrum of Stress -- 8.2 Psychological Effects -- 8.3 Physiological Effects -- 8.4 The Effects of Stress on Judgment -- 9 Overcoming Stress to Optimize Performance -- 9.1 Health and Wellness -- 9.2 Planning -- 9.3 Organization -- 9.4 Equipment, Technology, and Decision-Support Tools -- 9.5 Training and Exercises -- 9.6 Expertise, Competency, and Proficiency -- Part Four Crisis Leadership -- 10 Profiles in Crisis Leadership -- 10.1 Crisis Leader Profiles -- 10.2 Brock Long: Leading FEMA through Transformation while Supporting Federal Response to Hundreds of Disasters during the Most Extensive and Costly Disaster Season in US History -- 10.3 Lieutenant General (Ret) H.R. McMaster: Counterinsurgency against Al Qaeda in Iraq -- 10.4 Frank Patterson: Incident Commander during the West Fertilizer Company Incident Response -- 10.5 Derrick Vick, President of Freedom Industries: Leading through a Financial Crisis and a Return to Prosperity -- 10.6 Chad Hawkins: COVID-19 Response Incident Management Team Incident Commander -- 10.7 Major General (Ret) Dana Pittard: Leading the Campaign against ISIS in Iraq -- 11 Attributes of a Crisis Leader -- 11.1 Essential Character Traits -- 11.1.1 Humility -- 11.1.2 Integrity -- 11.1.3 People Smarts -- 11.1.4 Moral Courage Builds Confidence -- 11.2 Knowledge</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">11.2.1 Self-awareness -- 11.2.2 The Plan -- 11.2.3 Situational Awareness with Leading Indicators -- 11.2.4 Multidisciplinary Knowledge -- 11.3 Skills -- 11.3.1 Communication -- 11.3.2 Complex Problem-Solving and Design Thinking -- 11.3.3 Trust Building -- 11.3.4 Decisiveness -- 11.4 Additional Advice -- 11.5 Developing Crisis Leadership Skills -- Part Five A Safe and Secure Tomorrow -- 12 Preparedness -- 12.1 Preparedness Cycle -- 12.1.1 Assessment -- 12.1.2 Planning -- 12.1.3 Organizing and Equipping -- 12.1.4 Training -- 12.1.5 Exercise/Testing -- 12.1.6 Improvement -- 12.2 Preparedness Cycle Implementation -- 13 Building Resilience -- 13.1 A Resilience Model -- 13.2 Resilience Indicators -- 13.3 Traditional Response and Recovery Model vs. Simultaneous Recovery -- 13.4 A Systematic Approach to Resilience -- 13.4.1 Define the System -- 13.4.2 Identify Local, Relevant Hazards and Assess the Risk -- 13.4.3 Identify the Components of the System That Are Impacted by the Hazards -- 13.4.4 Identify the Interdependent Components and the Extent of Impact -- 13.5 Aggregate the Impact on All Components Based on Risk of Each Hazard -- 13.6 Determine Vulnerabilities within the System -- 13.7 Develop Strategies to Strengthen Components to Enhance Resilience -- 13.7.1 Evaluate and Prioritize Resilience Measures That Increase System-wide Resilience -- 13.7.2 Implement Actions to Increase Resilience -- 13.8 Disruptions-Theory of Constraints -- 13.9 Whole Community Approach -- 13.10 Setting Conditions for Successful Outcomes before the Incident -- 14 Navigating from Crisis to Recovery -- 14.1 Summary of a Leader's Role in Crisis Leadership -- 14.2 Pre-incident -- 14.3 During the Crisis -- 14.4 Post-crisis -- 14.5 Developing a Plan of Action -- 14.5.1 Organizational Readiness -- 14.5.2 Leadership Readiness -- 14.6 Conclusion -- Index -- EULA.</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Crisis management</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Leadership</subfield></datafield><datafield tag="650" ind1="0" ind2="7"><subfield code="a">Krise</subfield><subfield code="0">(DE-588)4033203-2</subfield><subfield code="2">gnd</subfield><subfield code="9">rswk-swf</subfield></datafield><datafield 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| id | DE-604.BV049019706 |
| illustrated | Illustrated |
| indexdate | 2024-12-20T19:58:34Z |
| institution | BVB |
| isbn | 9781119700258 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-034282613 |
| oclc_num | 1374425723 |
| open_access_boolean | |
| owner | DE-2070s DE-945 |
| owner_facet | DE-2070s DE-945 |
| physical | 1 Online-Ressource (xiii, 224 Seiten) Illustrationen, Diagramme |
| psigel | ZDB-30-PQE ZDB-4-NLEBK ZDB-30-PQE HWR_PDA_PQE |
| publishDate | 2023 |
| publishDateSearch | 2023 |
| publishDateSort | 2023 |
| publisher | Wiley |
| record_format | marc |
| spelling | Campbell, Bob Verfasser aut Crisis-ready leadership building resilient organizations and communities Bob Campbell Newark Wiley 2023 1 Online-Ressource (xiii, 224 Seiten) Illustrationen, Diagramme txt rdacontent c rdamedia cr rdacarrier Intro -- Crisis-ready Leadership -- Contents -- Preface -- Acknowledgements -- Introduction -- Part One The Situation -- 1 Emerging Threats and Hazards -- 1.1 Incident Management Systems -- 1.2 Threats, Hazards, and Incidents -- 1.3 Spectrum of Incidents -- 1.3.1 Pre-incident Phase -- 1.3.2 Incident Phase -- 1.3.2.1 The Emergency -- 1.3.2.2 The Crisis -- 1.3.2.3 The Disaster -- 1.3.2.4 The Catastrophe -- 1.3.3 Post-incident -- 1.4 Identifying Conventional Threats and Hazards -- 1.5 Thinking Outside the Box -- 2 Operating Contexts - Command and Coordination -- 2.1 Public Safety Context -- 2.2 Private Sector Context -- 2.2.1 Stationary Hazards -- 2.2.2 Mobile Hazards -- 2.3 Combined Public-Private Operating Context -- 2.3.1 El Dorado Chemical Company Emergency Case Study -- 2.3.2 West Fertilizer Company Crisis Case Study -- 2.3.3 Superstorm Sandy Disaster Case Study -- 2.3.4 COVID-19 (Global Incident of Significance) Case Study -- 2.4 Escalating Scale of Incidents Lead to Multijurisdictional Response -- 2.5 Challenges of Multijurisdictional Response -- 2.6 Large Scale Disaster, Multinational Context, and Challenges -- 2.7 Multidisciplined Response -- 2.7.1 Credentialing and Certifications -- 2.7.2 HazMat Response Training and Certification -- 2.7.3 Consensus Standards for Operations -- 2.7.4 Methods of Triage, Decontamination, and Sampling -- 2.7.5 HazMat Detection -- 2.7.6 Public Communication -- 2.7.7 Technical Specialists -- 2.7.8 Recovery Contractors -- 2.8 Unified Command -- 3 The Challenge Ahead -- 3.1 Confronting the Evolving Threats, Hazards, and Vulnerabilities -- 3.1.1 Expanding Scope of Threats and Hazards -- 3.1.2 Increasing Severity of Threats and Hazards -- 3.1.3 Vulnerable Populations -- 3.2 Preparing to Overcome the Challenges -- 3.2.1 Planning -- 3.2.2 Funding Systems -- 3.2.3 Organizational Approach -- 3.2.4 Rethinking the Norms 3.2.5 Whole Community Preparedness -- 3.3 Creating Conditions for Success before the Crisis -- 3.4 Leading through a Crisis -- 3.4.1 Establish the Goal and Objectives -- 3.4.2 Communicate the Goal and Incident Objectives -- 3.4.3 Assign Resources -- 3.4.4 Coordinate with Stakeholders -- 3.4.5 Monitor Progress and Control Outcomes -- 3.4.6 Communicate Again -- 4 Risk-Based Planning -- 4.1 Hazard Identification Risk Assessment Methodology -- 4.2 Risk Calculation -- 4.2.1 Likelihood Rating -- 4.2.2 Consequence Rating -- 4.3 Vulnerability Assessment -- Part Two Decision-Making -- 5 Situational Awareness -- 5.1 What Is Situational Awareness? -- 5.2 Situational Awareness Model -- 5.2.1 Perception -- 5.2.2 Comprehension -- 5.2.3 Projection -- 5.2.4 Intervention -- 5.3 Relationship between Situational Awareness and Decision-Making -- 5.3.1 Task and Environmental Factors -- 5.3.2 Individual Factors -- 5.4 Application of the Situational Awareness Model -- 6 Decision Theory -- 6.1 Critical Thinking -- 6.1.1 Perception Applied -- 6.1.2 Comprehension Applied -- 6.1.3 Projection Applied -- 6.1.4 Problem-Solving -- 6.1.5 Courses of Action -- 6.2 Decision-making -- 6.2.1 Resource Constraints -- 6.2.2 Time Constraints -- 6.2.2.1 Decision-making: No Time Constraints -- 6.2.2.2 Decision-making: Time Constrained -- 6.2.2.3 Decision-making: Making Good Decisions -- 6.2.3 Decision-Making Models -- 6.2.3.1 Data Quality Objective Model -- 6.2.3.2 Subjective, Empirical Model -- 6.2.4 Implementing the Decision -- 7 Application of FEMA's Community Lifelines -- 7.1 Terminology -- 7.2 Community Lifelines Construct -- 7.3 Benefits of the Community Lifelines Toolkit -- 7.4 Limitations with the Community Lifelines Toolkit -- 7.5 Application of Community Lifelines from a Local Leadership Perspective -- 7.5.1 Lifeline Assessment and Status -- 7.5.2 Establishing Incident Priorities 7.5.3 Operationalizing Lifelines by Organizing Response Activities around Lines of Effort -- 7.5.4 Establish Additional Logistics and Resource Requirements -- 7.5.5 Reassess Lifeline Conditions and Status -- 7.5.6 Stabilization and Recovery -- 7.6 An Organizational Perspective -- 7.6.1 Adapting Lifelines and Components -- 7.6.2 Detecting and Reporting Unstable Components -- 7.6.3 Stabilizing through Lines of Effort -- 7.7 Application Summary -- Part Three Adversity to Sound Judgment -- 8 Crisis Stress and Effect on Judgment -- 8.1 Definitions and Spectrum of Stress -- 8.2 Psychological Effects -- 8.3 Physiological Effects -- 8.4 The Effects of Stress on Judgment -- 9 Overcoming Stress to Optimize Performance -- 9.1 Health and Wellness -- 9.2 Planning -- 9.3 Organization -- 9.4 Equipment, Technology, and Decision-Support Tools -- 9.5 Training and Exercises -- 9.6 Expertise, Competency, and Proficiency -- Part Four Crisis Leadership -- 10 Profiles in Crisis Leadership -- 10.1 Crisis Leader Profiles -- 10.2 Brock Long: Leading FEMA through Transformation while Supporting Federal Response to Hundreds of Disasters during the Most Extensive and Costly Disaster Season in US History -- 10.3 Lieutenant General (Ret) H.R. McMaster: Counterinsurgency against Al Qaeda in Iraq -- 10.4 Frank Patterson: Incident Commander during the West Fertilizer Company Incident Response -- 10.5 Derrick Vick, President of Freedom Industries: Leading through a Financial Crisis and a Return to Prosperity -- 10.6 Chad Hawkins: COVID-19 Response Incident Management Team Incident Commander -- 10.7 Major General (Ret) Dana Pittard: Leading the Campaign against ISIS in Iraq -- 11 Attributes of a Crisis Leader -- 11.1 Essential Character Traits -- 11.1.1 Humility -- 11.1.2 Integrity -- 11.1.3 People Smarts -- 11.1.4 Moral Courage Builds Confidence -- 11.2 Knowledge 11.2.1 Self-awareness -- 11.2.2 The Plan -- 11.2.3 Situational Awareness with Leading Indicators -- 11.2.4 Multidisciplinary Knowledge -- 11.3 Skills -- 11.3.1 Communication -- 11.3.2 Complex Problem-Solving and Design Thinking -- 11.3.3 Trust Building -- 11.3.4 Decisiveness -- 11.4 Additional Advice -- 11.5 Developing Crisis Leadership Skills -- Part Five A Safe and Secure Tomorrow -- 12 Preparedness -- 12.1 Preparedness Cycle -- 12.1.1 Assessment -- 12.1.2 Planning -- 12.1.3 Organizing and Equipping -- 12.1.4 Training -- 12.1.5 Exercise/Testing -- 12.1.6 Improvement -- 12.2 Preparedness Cycle Implementation -- 13 Building Resilience -- 13.1 A Resilience Model -- 13.2 Resilience Indicators -- 13.3 Traditional Response and Recovery Model vs. Simultaneous Recovery -- 13.4 A Systematic Approach to Resilience -- 13.4.1 Define the System -- 13.4.2 Identify Local, Relevant Hazards and Assess the Risk -- 13.4.3 Identify the Components of the System That Are Impacted by the Hazards -- 13.4.4 Identify the Interdependent Components and the Extent of Impact -- 13.5 Aggregate the Impact on All Components Based on Risk of Each Hazard -- 13.6 Determine Vulnerabilities within the System -- 13.7 Develop Strategies to Strengthen Components to Enhance Resilience -- 13.7.1 Evaluate and Prioritize Resilience Measures That Increase System-wide Resilience -- 13.7.2 Implement Actions to Increase Resilience -- 13.8 Disruptions-Theory of Constraints -- 13.9 Whole Community Approach -- 13.10 Setting Conditions for Successful Outcomes before the Incident -- 14 Navigating from Crisis to Recovery -- 14.1 Summary of a Leader's Role in Crisis Leadership -- 14.2 Pre-incident -- 14.3 During the Crisis -- 14.4 Post-crisis -- 14.5 Developing a Plan of Action -- 14.5.1 Organizational Readiness -- 14.5.2 Leadership Readiness -- 14.6 Conclusion -- Index -- EULA. Crisis management Leadership Krise (DE-588)4033203-2 gnd rswk-swf Unsicherheit (DE-588)4186957-6 gnd rswk-swf Führung (DE-588)4018776-7 gnd rswk-swf Krise (DE-588)4033203-2 s Führung (DE-588)4018776-7 s Unsicherheit (DE-588)4186957-6 s DE-604 Erscheint auch als Druck-Ausgabe Campbell, Bob Crisis-Ready Leadership Newark : John Wiley & Sons, Incorporated,c2023 9781119700234 Erscheint auch als Online-Ausgabe, PDF 978-1-119-70024-1 |
| spellingShingle | Campbell, Bob Crisis-ready leadership building resilient organizations and communities Intro -- Crisis-ready Leadership -- Contents -- Preface -- Acknowledgements -- Introduction -- Part One The Situation -- 1 Emerging Threats and Hazards -- 1.1 Incident Management Systems -- 1.2 Threats, Hazards, and Incidents -- 1.3 Spectrum of Incidents -- 1.3.1 Pre-incident Phase -- 1.3.2 Incident Phase -- 1.3.2.1 The Emergency -- 1.3.2.2 The Crisis -- 1.3.2.3 The Disaster -- 1.3.2.4 The Catastrophe -- 1.3.3 Post-incident -- 1.4 Identifying Conventional Threats and Hazards -- 1.5 Thinking Outside the Box -- 2 Operating Contexts - Command and Coordination -- 2.1 Public Safety Context -- 2.2 Private Sector Context -- 2.2.1 Stationary Hazards -- 2.2.2 Mobile Hazards -- 2.3 Combined Public-Private Operating Context -- 2.3.1 El Dorado Chemical Company Emergency Case Study -- 2.3.2 West Fertilizer Company Crisis Case Study -- 2.3.3 Superstorm Sandy Disaster Case Study -- 2.3.4 COVID-19 (Global Incident of Significance) Case Study -- 2.4 Escalating Scale of Incidents Lead to Multijurisdictional Response -- 2.5 Challenges of Multijurisdictional Response -- 2.6 Large Scale Disaster, Multinational Context, and Challenges -- 2.7 Multidisciplined Response -- 2.7.1 Credentialing and Certifications -- 2.7.2 HazMat Response Training and Certification -- 2.7.3 Consensus Standards for Operations -- 2.7.4 Methods of Triage, Decontamination, and Sampling -- 2.7.5 HazMat Detection -- 2.7.6 Public Communication -- 2.7.7 Technical Specialists -- 2.7.8 Recovery Contractors -- 2.8 Unified Command -- 3 The Challenge Ahead -- 3.1 Confronting the Evolving Threats, Hazards, and Vulnerabilities -- 3.1.1 Expanding Scope of Threats and Hazards -- 3.1.2 Increasing Severity of Threats and Hazards -- 3.1.3 Vulnerable Populations -- 3.2 Preparing to Overcome the Challenges -- 3.2.1 Planning -- 3.2.2 Funding Systems -- 3.2.3 Organizational Approach -- 3.2.4 Rethinking the Norms 3.2.5 Whole Community Preparedness -- 3.3 Creating Conditions for Success before the Crisis -- 3.4 Leading through a Crisis -- 3.4.1 Establish the Goal and Objectives -- 3.4.2 Communicate the Goal and Incident Objectives -- 3.4.3 Assign Resources -- 3.4.4 Coordinate with Stakeholders -- 3.4.5 Monitor Progress and Control Outcomes -- 3.4.6 Communicate Again -- 4 Risk-Based Planning -- 4.1 Hazard Identification Risk Assessment Methodology -- 4.2 Risk Calculation -- 4.2.1 Likelihood Rating -- 4.2.2 Consequence Rating -- 4.3 Vulnerability Assessment -- Part Two Decision-Making -- 5 Situational Awareness -- 5.1 What Is Situational Awareness? -- 5.2 Situational Awareness Model -- 5.2.1 Perception -- 5.2.2 Comprehension -- 5.2.3 Projection -- 5.2.4 Intervention -- 5.3 Relationship between Situational Awareness and Decision-Making -- 5.3.1 Task and Environmental Factors -- 5.3.2 Individual Factors -- 5.4 Application of the Situational Awareness Model -- 6 Decision Theory -- 6.1 Critical Thinking -- 6.1.1 Perception Applied -- 6.1.2 Comprehension Applied -- 6.1.3 Projection Applied -- 6.1.4 Problem-Solving -- 6.1.5 Courses of Action -- 6.2 Decision-making -- 6.2.1 Resource Constraints -- 6.2.2 Time Constraints -- 6.2.2.1 Decision-making: No Time Constraints -- 6.2.2.2 Decision-making: Time Constrained -- 6.2.2.3 Decision-making: Making Good Decisions -- 6.2.3 Decision-Making Models -- 6.2.3.1 Data Quality Objective Model -- 6.2.3.2 Subjective, Empirical Model -- 6.2.4 Implementing the Decision -- 7 Application of FEMA's Community Lifelines -- 7.1 Terminology -- 7.2 Community Lifelines Construct -- 7.3 Benefits of the Community Lifelines Toolkit -- 7.4 Limitations with the Community Lifelines Toolkit -- 7.5 Application of Community Lifelines from a Local Leadership Perspective -- 7.5.1 Lifeline Assessment and Status -- 7.5.2 Establishing Incident Priorities 7.5.3 Operationalizing Lifelines by Organizing Response Activities around Lines of Effort -- 7.5.4 Establish Additional Logistics and Resource Requirements -- 7.5.5 Reassess Lifeline Conditions and Status -- 7.5.6 Stabilization and Recovery -- 7.6 An Organizational Perspective -- 7.6.1 Adapting Lifelines and Components -- 7.6.2 Detecting and Reporting Unstable Components -- 7.6.3 Stabilizing through Lines of Effort -- 7.7 Application Summary -- Part Three Adversity to Sound Judgment -- 8 Crisis Stress and Effect on Judgment -- 8.1 Definitions and Spectrum of Stress -- 8.2 Psychological Effects -- 8.3 Physiological Effects -- 8.4 The Effects of Stress on Judgment -- 9 Overcoming Stress to Optimize Performance -- 9.1 Health and Wellness -- 9.2 Planning -- 9.3 Organization -- 9.4 Equipment, Technology, and Decision-Support Tools -- 9.5 Training and Exercises -- 9.6 Expertise, Competency, and Proficiency -- Part Four Crisis Leadership -- 10 Profiles in Crisis Leadership -- 10.1 Crisis Leader Profiles -- 10.2 Brock Long: Leading FEMA through Transformation while Supporting Federal Response to Hundreds of Disasters during the Most Extensive and Costly Disaster Season in US History -- 10.3 Lieutenant General (Ret) H.R. McMaster: Counterinsurgency against Al Qaeda in Iraq -- 10.4 Frank Patterson: Incident Commander during the West Fertilizer Company Incident Response -- 10.5 Derrick Vick, President of Freedom Industries: Leading through a Financial Crisis and a Return to Prosperity -- 10.6 Chad Hawkins: COVID-19 Response Incident Management Team Incident Commander -- 10.7 Major General (Ret) Dana Pittard: Leading the Campaign against ISIS in Iraq -- 11 Attributes of a Crisis Leader -- 11.1 Essential Character Traits -- 11.1.1 Humility -- 11.1.2 Integrity -- 11.1.3 People Smarts -- 11.1.4 Moral Courage Builds Confidence -- 11.2 Knowledge 11.2.1 Self-awareness -- 11.2.2 The Plan -- 11.2.3 Situational Awareness with Leading Indicators -- 11.2.4 Multidisciplinary Knowledge -- 11.3 Skills -- 11.3.1 Communication -- 11.3.2 Complex Problem-Solving and Design Thinking -- 11.3.3 Trust Building -- 11.3.4 Decisiveness -- 11.4 Additional Advice -- 11.5 Developing Crisis Leadership Skills -- Part Five A Safe and Secure Tomorrow -- 12 Preparedness -- 12.1 Preparedness Cycle -- 12.1.1 Assessment -- 12.1.2 Planning -- 12.1.3 Organizing and Equipping -- 12.1.4 Training -- 12.1.5 Exercise/Testing -- 12.1.6 Improvement -- 12.2 Preparedness Cycle Implementation -- 13 Building Resilience -- 13.1 A Resilience Model -- 13.2 Resilience Indicators -- 13.3 Traditional Response and Recovery Model vs. Simultaneous Recovery -- 13.4 A Systematic Approach to Resilience -- 13.4.1 Define the System -- 13.4.2 Identify Local, Relevant Hazards and Assess the Risk -- 13.4.3 Identify the Components of the System That Are Impacted by the Hazards -- 13.4.4 Identify the Interdependent Components and the Extent of Impact -- 13.5 Aggregate the Impact on All Components Based on Risk of Each Hazard -- 13.6 Determine Vulnerabilities within the System -- 13.7 Develop Strategies to Strengthen Components to Enhance Resilience -- 13.7.1 Evaluate and Prioritize Resilience Measures That Increase System-wide Resilience -- 13.7.2 Implement Actions to Increase Resilience -- 13.8 Disruptions-Theory of Constraints -- 13.9 Whole Community Approach -- 13.10 Setting Conditions for Successful Outcomes before the Incident -- 14 Navigating from Crisis to Recovery -- 14.1 Summary of a Leader's Role in Crisis Leadership -- 14.2 Pre-incident -- 14.3 During the Crisis -- 14.4 Post-crisis -- 14.5 Developing a Plan of Action -- 14.5.1 Organizational Readiness -- 14.5.2 Leadership Readiness -- 14.6 Conclusion -- Index -- EULA. Crisis management Leadership Krise (DE-588)4033203-2 gnd Unsicherheit (DE-588)4186957-6 gnd Führung (DE-588)4018776-7 gnd |
| subject_GND | (DE-588)4033203-2 (DE-588)4186957-6 (DE-588)4018776-7 |
| title | Crisis-ready leadership building resilient organizations and communities |
| title_auth | Crisis-ready leadership building resilient organizations and communities |
| title_exact_search | Crisis-ready leadership building resilient organizations and communities |
| title_full | Crisis-ready leadership building resilient organizations and communities Bob Campbell |
| title_fullStr | Crisis-ready leadership building resilient organizations and communities Bob Campbell |
| title_full_unstemmed | Crisis-ready leadership building resilient organizations and communities Bob Campbell |
| title_short | Crisis-ready leadership |
| title_sort | crisis ready leadership building resilient organizations and communities |
| title_sub | building resilient organizations and communities |
| topic | Crisis management Leadership Krise (DE-588)4033203-2 gnd Unsicherheit (DE-588)4186957-6 gnd Führung (DE-588)4018776-7 gnd |
| topic_facet | Crisis management Leadership Krise Unsicherheit Führung |
| work_keys_str_mv | AT campbellbob crisisreadyleadershipbuildingresilientorganizationsandcommunities |