crisis

• mattel
• genzyme
• Netflix
• Vtech
• Sandy
• Primark

• direct don't be stupid
• preparation
• gave speech every night

• prep (known virus, more prep)
• business first
• failure to keep deadlines
• measure to change come from leaders

• realign with chinese
• instructions on how to return
• 3 pt check system
• meeting personally with vendors

• no customer feedback
• CEO was not talking
• no other opetions
• no surrounding strong leadership

• no mass communitcation
• ignored warning signs (psychological warning signs)
• didn't mention homocide

• -compensation to employees
• -unite companies to enhance worker safety

• communication (compensation for delay, newspaper apology, videos, social and print)
• brought in key people to help him
• go the extra mile

• high priority and goals
• help: RAs
• call other colleges

• command center
• empower employees (autonomy)
• clear command structure

• bad flow of info
• relationship with FDA and CDC not clear
• blamed customers

• TOny hayward
• falw in design (integrity)
• problem with scheudle, safety and budget

proactive employees

• personalized suicide message
• education about suicide
• town forums

• be optimistic, motivate and inspire others. 
• systemic learning: consistent training

• local solution
• communicate with manufactures
• walk in center
• continue suppy for four months

• time, cost and innovative
• disregarded small incidents
• different suppliers
• didn't say anything unless a definite model and definite proposal was made (No! N.A people are waiting to hear), need to do something even during uncertainty

• taking responsiblity
• leadernsip team, leadership at different levels
• choosing among options, backup plans

• acquire knowlege
• distribute knowlege
• acting upon it (new employees learning from old)

• -failure to draw lessons and preserve in organizational memory
• pay attention to potential problems
• how peices of potentially problems may fit together
• incentives

• state our goals and priotites
• stakeholders
• who can help

understand situation, consider options, execute collaboration

• use spotlight to redefine brand
• change procedure and culture
• recognize future similar patterns
• latent problems surfaces

• resources 
• field: empower people

• what to say 
• know your staff, who may be better than you
• good design in plane
• walked twice
• situational awareness
• aviate, navigate and communicate

• contain situations
• partnerships
• CRT

• message
• stakeholders
• channels
• spokesperson
• 2 way communication flow
• timely updates
• media as partners

• unexpected
• timely manner
• consequences

willingness to recognize and admit failure; failure creates recognition of risk and a motivation for change that otherwise would not exist.

• no suicide plege
• pay rise
• counselors and hotline staff
• create incentive to report
• conflicting goals
• industry response needed

safety, cost, time

• rigidity of core beliefs, values, and assumptions, 
• ineffective communciation
• lack of corporate responsibilities
• centrality of expertise

• form true relationships (depend on them to help out later)
• setting a tone for the crisis that is consistent with corporate culture
• complete and free access to information

• systemic: incorporate into whole strucutre and consistent trainign support from organization leadership
• behavior: changes not internalized by members of organization; need external verification that learning is taking place

• senior officials concentrate on setting goals, measuring progress
• CRT (even member on red cross)
• shifting priorities