crisis

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xijunzhu
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273719
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crisis
Updated:
2014-05-08 12:07:43
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crisis
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crisis
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  1. what are four orgnizations
    • mattel
    • genzyme
    • Netflix
    • Vtech
    • Sandy
    • Primark
  2. sandy
    • direct don't be stupid
    • preparation
    • gave speech every night
  3. genzyme
    • prep (known virus, more prep)
    • business first
    • failure to keep deadlines
    • measure to change come from leaders
  4. Mattel
    • realign with chinese
    • instructions on how to return
    • 3 pt check system
    • meeting personally with vendors
  5. netflix
    • no customer feedback
    • CEO was not talking
    • no other opetions
    • no surrounding strong leadership
  6. vtech
    • no mass communitcation
    • ignored warning signs (psychological warning signs)
    • didn't mention homocide
  7. Primark
    • -compensation to employees
    • -unite companies to enhance worker safety
  8. JetBlue
    • communication (compensation for delay, newspaper apology, videos, social and print)
    • brought in key people to help him
    • go the extra mile
  9. babson
    • high priority and goals
    • help: RAs
    • call other colleges
  10. HD
    • command center
    • empower employees (autonomy)
    • clear command structure
  11. B&L
    • bad flow of info
    • relationship with FDA and CDC not clear
    • blamed customers
  12. BP
    • TOny hayward
    • falw in design (integrity)
    • problem with scheudle, safety and budget
  13. Livestrong
    proactive employees
  14. Newton HSt
    • personalized suicide message
    • education about suicide
    • town forums
  15. leaders ought to move beyond blame
    • be optimistic, motivate and inspire others. 
    • systemic learning: consistent training
  16. Nokia
    • local solution
    • communicate with manufactures
    • walk in center
    • continue suppy for four months
  17. Toyota
    • 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
  18. Miner
    • taking responsiblity
    • leadernsip team, leadership at different levels
    • choosing among options, backup plans
  19. organization memory 3 stages
    • acquire knowlege
    • distribute knowlege
    • acting upon it (new employees learning from old)
  20. what are organizational failures
    • -failure to draw lessons and preserve in organizational memory
    • pay attention to potential problems
    • how peices of potentially problems may fit together
    • incentives
  21. what do you do in non-routine situations?
    • state our goals and priotites
    • stakeholders
    • who can help
  22. what do you do in new situations?
    understand situation, consider options, execute collaboration
  23. how to use crisis as opportunity?
    • use spotlight to redefine brand
    • change procedure and culture
    • recognize future similar patterns
    • latent problems surfaces
  24. what is the role of Head Office
    • resources 
    • field: empower people
  25. sullenberger
    • what to say 
    • know your staff, who may be better than you
    • good design in plane
    • walked twice
    • situational awareness
    • aviate, navigate and communicate
  26. what are the three components of ACT?
    • contain situations
    • partnerships
    • CRT
  27. Communication
    • message
    • stakeholders
    • channels
    • spokesperson
    • 2 way communication flow
    • timely updates
    • media as partners
  28. what is crisis
    • unexpected
    • timely manner
    • consequences
  29. what is learning readiness?
    willingness to recognize and admit failure; failure creates recognition of risk and a motivation for change that otherwise would not exist.
  30. foxconn
    • no suicide plege
    • pay rise
    • counselors and hotline staff
    • create incentive to report
    • conflicting goals
    • industry response needed
  31. three things to balance
    safety, cost, time
  32. barriers to change
    • rigidity of core beliefs, values, and assumptions, 
    • ineffective communciation
    • lack of corporate responsibilities
    • centrality of expertise
  33. ethical communciation
    • 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
  34. systemic vs. behavior learning?
    • 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
  35. walmart and katrina
    • senior officials concentrate on setting goals, measuring progress
    • CRT (even member on red cross)
    • shifting priorities

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