1;Preface;5 2;Contents;10 3;List of Figures;11 4;List of Tables;12 5;1: An Introduction to Giving (and Receiving) Advice;14 5.1;Two Professional Objectives That Define the Book;19 5.2;Addressing Challenges Associated with Emerging Events;23 5.2.1;Event Types and Containment Demands;23 5.2.2;The Nature of Organizations and Event Containment;24 5.2.3;Establishing a Framework for Event Containment;26 5.3;Tactical Considerations When Working Within the Organization or Stakeholder Network;28 5.3.1;What Would Stakeholders Say Are the Most Critical Issues in a Crisis to Consider?;29 5.3.2;Additional Information Needed to Contain the Event;30 5.3.3;Some Basics for Working Particularly Adverse Situations;31 5.3.4;A Last Look at Influence;36 5.4;Conclusion;41 6;2: Events and Emerging Turmoil, Disorder, and Confusion;44 6.1;A Quick Review and Introduction;44 6.2;Events and Why They Are Important;52 6.2.1;Event Type One: Routine, Anticipated, Even Planned-for Events;54 6.2.2;Event Type Two: Unanticipated Events Which Emerge but Are Within the Framework of an Organization's General Activity;56 6.2.3;Event Type Three: Extraordinary Events Within the Organization's Horizon and May Be Anticipated, Planned For;58 6.2.4;Event Type Four: Extraordinary Events Within the Organization's Horizon Not Anticipated or Planned For;64 6.2.5;Event Type Five: Extraordinary Events Beyond the Scope of an Organization to Control That May Be Anticipated or Planned For;67 6.2.6;Event Type Six: Extraordinary Events Beyond the Scope of the Organization That Are Not Typically Planned for or Anticipated;70 6.3;Conclusion;74 6.3.1;Disruptions and the Struggle for Remediation;74 7;3: Tracking Turmoil, Disorder, and Confusion;77 7.1;Elements and Derivation of an Incident Chain;78 7.1.1;Understanding the Event to Disaster Stream;81 7.1.2;Always Look for Ways to Stipulate Potential Products, Outcomes, and Events;84 7.1.3;The Role of Transitions in the Stream;88 7.1.4;Look Closely at the Overall Nature and Manner in Which the Phenomena Affect the Organization;90 7.2;Defining Elements in the Event to Disaster Stream;100 7.2.1;What Is a Crisis?;101 7.2.2;So What Is a Catastrophe?;105 7.2.3;Disasters and Organizations: The Worst-Case Scenario;111 7.3;Conclusion;115 7.3.1;Comprehending Organizational Impairment;116 7.3.2;Estimating Realized and Expected Impairment;117 7.3.3;Isolating Turmoil's Natural Casualties;118 8;4: Mapping the Effects of Crises, Catastrophes, and Disasters, and Sustainability;123 8.1;Nothing Challenges Sustainability Like Risk and Trauma;124 8.2;Detailing the Sequential Nature of Organizational Turmoil;133 8.2.1;Profiling an Organization's Capacity to Perform in Response to a Crisis;135 8.2.2;Measuring the Impact of a Crisis, Catastrophe, and Disaster on the Capacity to Perform;138 8.2.3;Sketching Sustainability: Why These Phenomena Are So Troublesome;145 8.2.4;Features Contributing to Sustainability;146 8.3;A Quick Synopsis and Applications of Our New Formula;151 8.3.1;Mapping Trauma's Unique Nature Within the Organization and Stakeholder Network;154 8.4;Conclusion;166 9;5: Emerging Turmoil, Disorder, Trauma, and Confusion;170 9.1;Emerging Turmoil Always Has Effects;171 9.1.1;Illustrating Turmoil's Effects;172 9.1.2;Understanding Turmoil's Effects;179 9.1.3;Tracking Phenomena, the Changes They Trigger, and Their Mutating Effects;183 9.2;So How Did the Organization Get into This Mess?;187 9.2.1;Containment Is Not an Activity, It Is the Goal;192 9.3;Conclusion;198 10;6: Development of a Crisis-Stream;203 10.1;Event Containment Is Dependent on Individual Performance;204 10.1.1;Performance in One's Work Is Central to Containment Efforts;205 10.1.2;Performances Related to Operations, Organizational Architecture, and the Brand Are Containment Objectives;206 10.1.3;Performance to Maintain and Nurture the Culture Is Forward Thinking;208 10.1.4;Performance to Contain (or Not) the Event Is the Goal;212 10.2;An Organization's Culture Influences Its Defensive Syst