Management and Containment as Problem Solving Change Strategies

Dennis W. Tafoya () and Lindsey Poeth
Additional contact information
Dennis W. Tafoya: CompCite
Lindsey Poeth: Oasis Senior Advisors

Chapter Chapter 5 in Healthcare Leadership in Times of Crisis, 2021, pp 97-124 from Springer

Abstract: Abstract Whether in the near or far term, people change as a result of an event or crisis. Sometimes this change is unavoidable. If someone is injured, the change is obvious. However, some people may want to look past the event or crisis after it is contained or under control and simply revert to an earlier, more convenient way of functioning. There are many ways to approach this chapter’s theme, but let’s highlight one thing: the tendency to rush to a solution as a means for demonstrating action is not a good idea when faced with a troublesome event or emerging crisis. Managing a troublesome event has its own challenges, but if the event morphs into a crisis, then different effort, thinking, resources and actions are required.

Keywords: Change and change strategies; Event management vs crisis containment; Stakeholders and event monitoring; Performance drivers and event management (search for similar items in EconPapers)
Date: 2021
References: Add references at CitEc
Citations:

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-3-030-75965-0_5

Ordering information: This item can be ordered from
http://www.springer.com/9783030759650

DOI: 10.1007/978-3-030-75965-0_5

Access Statistics for this chapter

More chapters in Springer Books from Springer
Bibliographic data for series maintained by Sonal Shukla () and Springer Nature Abstracting and Indexing ().