Organizational Crisis and Change

Abstract

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.

Crisis, What Crisis?

“…According to the phases in crisis management discussed by Fink, Beak and Taddeo, Adresseavisen fits between phase three (Acknowledgment) and four (Adaption and Change). Comments: Phases in crisis management derived from Fink, Beak and Taddeo (1971).…”

Human Resource Management and Corporate Competitiveness

“…Typical of these is a model proposed by Fink et al (1971) which like others, shows a range of behaviours evolving in a predictable order. The 'shock phase' is the initial state of appraisal in which the threat is first perceived.…”

Leadership in Crisis: The Chance for Public Sectors to Turn Challenge into Opportunity

“…Second, crisis provides organizations with a number of internal opportunities. For example, crises enable organizations to deal with organizational problems and focus organizational energies on new directions (Kerchner, 1982); unfreeze old behaviors and renew growth processes (Fink et al,1971); generate innovations for managing the crisis; clarify relevant values (Hermann,1963) and change shared interpretive schemes (Bartunek,1984).…”