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Every decision maker faces one brutal question: What do you do when the crisis hits? Such situations can be explosive; they call for specific answers in frighteningly complex situations where the very frame of reference seems to crumble. Crisis management is very complex and it is a world that has barely been explored, let alone charted. Crisis Management develops a broad strategic approach to steering through these highly turbulent situations. It can help decision makers prevent, anticipate, limit and control crisis phenomena. The three sections of the text are organized around this focus. The methods explored are based on a series of investigations and consultations made within major industrial groups all over the world.

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CONTENTS
Preface: tools for thinking about, preventing, and managing crisis = ⅸ
Acknowledgements for the French edition = xvii
Acknowledgements for the English-language edition = xx
Introduction: prior questions -the demand and the goal = xxii
Part 1 Crisis dynamics: an overview of the problems managers face
 1 Normalcy, disturbance, and crisis = 3
  Summary = 5
  Notes = 6
 2 The major event: a world out of scale = 7
  A large-scale breakdown = 7
  A very destabilizing type of breakdown = 8
  Very grave situations, degrading exponentially = 10
  Emergencies that do not play by the rules = 10
  The unknowns: a step beyond uncertainty = 12
  Beyond the emergency: the broader issue of time = 12
  A growing number of authorities involved = 13
  Critical communication problems = 14
  Huge stakes = 15
  An event defined by how it is perceived = 15
  Summary = 18
  Notes = 19
 3 When the event finds an echo in its context = 20
  Summary = 22
 4 Crisis, or the loss of the reference framework = 24
  The concept of crisis: resisting it and discovering its depth = 24
  The crisis experience: a few keys for decision makers = 34
  Summary = 40
  Notes = 41
 5 Crisis dynamics: recognizing the general difficulties = 42
  The crisis begins: initial destabilization and defeat = 42
  The crisis finds reinforcements: the past settles its accounts = 54
  Individuals pushed to the brink = 62
  Small groups: between cacophony and pathological closed-mindedness = 70
  Organizations operating at the limits of their capacities = 79
  Major systems: between unmanageable complexity and disintegration = 88
  Expert advice and the experts: briar patches and a false sense of security = 95
  Facing the media: from horror to revulsion = 103
  Facing the victims: the risk of paralysis and spite = 139
  Numerous corporate actors = 154
  Summary = 167
  Notes = 168
 6 Disarray at the top: what levers do we pull, what do we decide? = 173
  Severely affected and insufficient decision-making mechanisms = 173
  A system that does not respond = 174
  The leader's hardest trial: the black hole = 179
  Summary = 181
  Notes = 182
Part 2 Taking strategic action
 7 Avoiding being discredited immediately = 185
  High-quality prior planning = 186
  Realizing, warning, taking charge = 187
  Triggering protective measures and relevant emergency actions = 197
  Looking for information = 201
  Setting up a log book = 202
  Developing a team, separating crisis management = 204
  Avoiding irritating gestures = 205
  Getting a foothold on the communication landscape = 209
  Undertaking an integrated approach: a plan for action = 215
  Do not create an unmanageable landscape = 217
  Summary = 220
  Notes = 220
 8 Attitudes and capacities for getting a grip on the event = 223
  Developing independent information gathering capacities = 224
  Opening the thought process asking questions, getting distance = 227
  Opening the networks: creating a backdrop = 235
  Laying the groundwork for decision making = 238
  Basic support: the critical watchdog group = 240
  Finding the patterns for action = 244
  Summary = 265
  Notes = 266
 9 Managing the crisis: making and implementing choices = 268
  The foundation act: taking a position = 268
  Overall management of the action plan = 277
  Direct management: general measures, crisis teams, and specific tools = 281
  Dealing with the issue of expert opinion = 287
  Managing communication = 289
  Managing the crisis to the end = 303
  Conducting the aftermath of the crisis = 306
  Summary = 311
  Notes = 312
Part 3 Learning about crisis
 10 Solid refusal and a time to ask questions = 317
  Notes = 323
 11 Undertaking and managing the learning process = 324
  Changing business culture = 325
  Strategies for change = 329
  Notes = 340
Conclusion: facing unexpected crises = 341
Bibliography = 346
Names index = 356
Case study index = 358