A Model of Crisis Decision Making in Organizations.

Autor/in	VanGundy, Arthur B.
Titel	A Model of Crisis Decision Making in Organizations.
Quelle	(1979), (77 Seiten)Verfügbarkeit
Sprache	englisch
Dokumenttyp	gedruckt; Monographie
Schlagwörter	Administrator Attitudes; Conflict Resolution; Crisis Management; Decision Making; Elementary Secondary Education; Fear; Models; Principals; Problem Solving; Time + Suchen Sie Ihr Suchwort? Conflict solving; Konfliktlösung; Konfliktregelung; Krisenmanagement; Decision-making; Entscheidungsfindung; Furcht; Analogiemodell; Principal; Schulleiter; Problemlösen; Zeit
Abstract	Testing the validity of a model incorporating the "threat" factors in crisis decision-making, this study rested on the assumption that the threat of crisis decision-making stems from two sources: perceived effects of the crisis (stimulus threat) and perceived adequacy of capabilities for dealing with the crisis (response threat). Stimulus threat was predicted to be based on certainty about decision outcomes and potential for loss. Response threat was predicted to be based on adequacy of available resources and prior experience with a similar crisis. It was also proposed that the relationship between stimulus and response threat and the eventual decision outcomes would be contingent upon time available. The model was tested using a laboratory study and a field study. In the laboratory study 104 students were given questionnaires containing hypothetical crisis situations. In the field study nine principals participated in interviews concerning real crisis situations. In general, results of the laboratory study produced only partial support for the model. Results of the interviews indicated that principals varied considerably about how threatening a situation must be to be considered a crisis, and that, in some cases, time was used as a resource. A number of other more specific findings emerged. (Author/JM)
Erfasst von	ERIC (Education Resources Information Center), Washington, DC
Update	2004/1/01