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Learning Processes for Crisis Management in Complex Organizations
Author(s) -
Lagadec Patrick
Publication year - 1997
Publication title -
journal of contingencies and crisis management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.007
H-Index - 51
eISSN - 1468-5973
pISSN - 0966-0879
DOI - 10.1111/1468-5973.00034
Subject(s) - crisis management , process (computing) , task (project management) , resistance (ecology) , process management , element (criminal law) , key (lock) , accident (philosophy) , reliability (semiconductor) , knowledge management , public relations , political science , engineering ethics , business , risk analysis (engineering) , computer science , management , engineering , epistemology , economics , computer security , law , ecology , philosophy , power (physics) , physics , quantum mechanics , biology , operating system
Safety practices and preparations for limited emergencies are common activities in complex systems. In contrast, the vital task of planning for a crisis is usually poorly handled. This paper seeks to provide a better understanding of the prerequisites for successful learning processes to deal with crisis situations. It reveals the barriers that emerge during the process of developing satisfactory learning practices. The objectives of this paper are twofold. The first aim is operational: how can one develop adequate learning processes despite the challenges involved? The second aim is theoretical: what light do these efforts and the resistance they arouse shed on the debate between ‘High Reliability Theorists’ and ‘Normal Accident Theorists’, in which the status of learning processes is a key element. The author refers to his personal experience with crisis research and consultation.