This article presents a conceptual framework for describing organizational crises. Based upon the assumption that a human system passes through several phases as it adapts to a crisis situation, the article describes a four-stage model, beginning with an initial period of Shock, then a period of Defensive Retreat, followed by Acknowledgment, and finally, by a process of Adaptation and Change. The four phases are presented as they apply to the individual in crisis and then are extended to incorporate organizational parameters. This is followed by a discussion of the model's relationship to other known concepts in the areas of behavior under stress, the processes of change, small-group behavior, leadership style, and organizational structure. The article concludes with some implications about the potential use of this conceptual framework as a guide to the organizational consultant.

Inspired by the educational benefits of project-based learning, a class project for leadership courses is described that takes interview assignments to a new level. Students use the findings from their interviews with managers to develop a book on leadership that they have had a hand in from start to finish. The project provides a comprehensive approach to linking the concepts and realities of leadership and engages students in a collaborative learning activity that challenges them as both individuals and group members. The project also provides numerous skill-building opportunities that maximize the value of the project. The six phases of the project are described in detail, along with suggestions for the project's timeline and assessment mechanisms. Options for altering the project's length are discussed as well as its potential for use in other management courses.