Premium
Managing crises through organisational development: a conceptual framework
Author(s) -
Lalonde Carole
Publication year - 2011
Publication title -
disasters
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.744
H-Index - 70
eISSN - 1467-7717
pISSN - 0361-3666
DOI - 10.1111/j.1467-7717.2010.01223.x
Subject(s) - human factors and ergonomics , occupational safety and health , poison control , process management , suicide prevention , injury prevention , development (topology) , engineering , risk analysis (engineering) , construction engineering , forensic engineering , medical emergency , business , computer science , knowledge management , systems engineering , medicine , mathematics , mathematical analysis , pathology
This paper presents a synthesis of the guiding principles in crisis management in accordance with the four configurational imperatives (strategy, structure, leadership and environment) defined by Miller (1987) and outlines interventions in organisational development (OD) that may contribute to their achievement. The aim is to build a conceptual framework at the intersection of these two fields that could help to strengthen the resilient capabilities of individuals, organisations and communities to face crises. This incursion into the field of OD—to generate more efficient configurations of practices in crisis management—seems particularly fruitful considering the system‐wide application of OD, based on open‐systems theory (Burke, 2008). Various interventions proposed by OD in terms of human processes, structural designs and human resource management, as well as strategy, may help leaders, members of organisations and civil society apply effectively, and in a more sustainable way, the crisis management guiding principles defined by researchers.