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ASCE 9780784404911 2000

ASCE 9780784404911 2000

$23.29

Crisis Management in Construction Projects

Published By Publication Date Number of Pages
ASCE 2000 181
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Martin Loosemore shows how to prevent crises on construction projects and, when crisis is inevitable, how to turn it to advantage.

PDF Catalog

PDF Pages PDF Title
6 Table of Contents
8 Acknowledgments
10 Preface
12 Chapter 1: Introduction
Our Anti-Conflict Values
13 Necessity—The Mother of Invention
15 Unlearning the Past—The Future’s Challenge
16 Recognizing a Crisis When You See One
Distinguishing Between Disasters and Crises
17 A Crisis-Prone Construction Process
22 Managers as a Source of Crisis-Proneness
23 High-Reliability Organizations
The Art of Crisis Management
24 Conclusion
26 Chapter 2: Planning for Crises
Introduction
Types of Construction Crises
Major Crisis Categories
28 Specific Crisis Categories
31 Conclusion
32 Chapter 3: The Dynamics of Crisis Management
Introduction
Detection—The First Phase of Crisis Management
43 Diagnosis—The Second Phase of Crisis Management
45 Decision Making—The Third Phase of Crisis Management
50 Implementation—The Fourth Phase of Crisis Management
51 Feedback—The Fifth Phase of Crisis Management
52 Recovery—The Penultimate Phase of Crisis Management
Learning—The Final Phase of Crisis Management
56 Conclusion
58 Chapter 4: Emergency Planning in Construction Projects
Introduction
Emergency Planning
59 The Aims of an Emergency Plan
Preparing an Emergency Plan
65 Formulating an Emergency Plan for a Construction Project
66 Conclusion
68 Chapter 5: Crisis Managers as Social Architects
The Concept of Social Architecture
Social Structure and Crisis Management Efficiency
74 Crisis Behavior
81 Phases of Behavior During a Crisis
82 Conclusion
84 Chapter 6: Case Study One
Introduction
The Project
The Crisis
85 An Account of the Crisis Management Process
89 Patterns of Behavior
95 Conclusion
100 Chapter 7: Case Study Two
The Project
The Crisis
An Account of the Crisis Management Process
104 Phases of Behavior
106 Conclusion
110 Chapter 8: Case Study Three
The Project
The Crisis
An Account of the Crisis Management Process
115 Patterns of Behavior
119 Conclusion
126 Chapter 9: Case Study Four
The Project
The Crisis
An Account of the Crisis Management Process
129 Phases of Behavior
133 Conclusion
138 Chapter 10: Lessons for Crisis Managers
Introduction
140 Managing Communications During a Crisis
142 Crises as Periods of Social Change
143 Efficient Communication Patterns
147 Crisis Behavior
152 The Two Ironies of Construction Crisis Management
158 The Dynamics of Crisis Management
160 Conclusion
162 Chapter 11: Conclusion – Creating an Optimistic Organization
Optimism or Pessimism – A Stark Choice
The Optimistic Organization
165 The Pragmatics of Optimism
168 References
180 Index
A
B
C
D
E
F
G
H
181 I
J
L
M
N
O
P
Q
R
S
T
U
W
Z

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ASCE 9780784404911 2000
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