斯蒂文 芬克 Crisis Management:Planning for the Inevitable 需要这本危机管

Most executives, preoccupied with the market pressures of the present quarter, are not inclined to pay much attention to planning for future crises. This brings us to the second stage of crisis management: preparing for that circumstance when prevention doesn't work that is, making a plan to deal with a variety of undesirable outcomes if disaster does strike. It is instructive here to recall that Noah started building the ark before it began to rain.绝大多数的行政人员都忙于应付本季度的各种市场压力,所以一般都不太注意防患于未然.这就是我们所要讲的危机管理第二阶段；当预防不能奏效时,要准备好应对危机情况,换言之,要制定出应对各种预料之外情况的计划,以此来应对危机.诺亚是在下雨之前就开始建造诺亚方舟的,这个例子颇具启迪意义.When preparing for a crisis, it is instructive to recall that Noah started building the ark before it began to rain. 在准备应对危机时,应切记诺亚是在下雨之前就开始建造诺亚方舟的.Steven Fink, a prominent management consultant, wrote in his book Crisis Management that everyone in a position of authority "should view and plan for the inevitability of a crisis in much the same way [one] views and plans for the inevitability of death and taxes: not out of weakness or fear, but out of the strength that comes from knowing you are prepared to . . . play the hand that fate deals you." His survey of the Fortune 500's CEOs found that senior managers may suffer from a severe lack of crisis preparedness but certainly not from a lack of confidence that they can handle a crisis. Eighty-nine percent of those who responded said that crises in business are as inevitable as death and taxes, yet 50% said they did not have a plan for dealing with crises. Nevertheless, fully 97% felt confident that they would respond well if a crisis occurred. These CEOs are generally the sort who hide their own Easter eggs. They remind me of my young son many years ago at the start of his soccer season, who arrived in uniform at the breakfast table to announce, "We're really gonna get 'em this year. Last year, we were too overconfident." 斯蒂文*芬克(Steven Fink)是一名著名的管理咨询家,他在《危机管理》一书中写道,每个有权的人都“应当像看待和应对死亡与纳税等必然性那样来看待和应对危机的必然性：并非出于虚弱或恐惧,而是出于你知道怎样去应对这种危机的力量.打好命运给你的那副牌.”经过对福布斯500强首席执行官的调查,他发现,高级经理虽然严重缺乏危机应对意识,但这并非是因为他们缺乏应对危机的自信.89%的回复者认为,企业危机就如同死亡和纳税那样是不可避免的,但其中有50%的人承认没有应对危机的计划.尽管如此,多达97%的人自信,一旦发生危机,他们会妥善应对的.这些首席执行官一般都是些把自己的复活节彩蛋藏起来的人.他们让我想起了很多年前在足球赛季开赛之前的我儿子,有天早上,他身穿队服来到早餐桌前,宣布说：“我们今天很定会打败铁他们.我们去年太自信了.”We must make plans for dealing with crises: action plans, communication plans, fire drills, essential relationships. Most airlines have crisis teams at the ready, along with special telecommunications and detailed contingency plans. Almost all companies today have a backup computer system in case a natural disaster or other catastrophe disrupts their primary system. At Lockheed Martin, we maintain at a central location all the supplies we need to communicate in writing with every member of each key constituency group. A letter can arrive at the home of each of 170,000 employees or 45,000 shareholders within two or three days. As it happens, Martin Marietta used this system on a number of occasions. 我们必须制定应付危机的各种计划：行动计划、通讯计划、火灾演练、重要关系等.绝大多数的航空公司都有应对危机的队伍随时待命,另外还有特殊通讯设备以及各种详细的紧急应变计划.如今,几乎所有的公司都有一套备用的计算机系统,这就是为了预防自然灾害或其他灾难毁坏了他们的主要系统.在马丁*洛克希德公司,我们在一个中央位置存放着所有籍以与每个关键危机应对小组建立书面联系的设备.一封信只需两三天时间就可以送达17万名雇员或4.5万名股东.不出所料,马丁*马里埃塔公司有几次使用过这一系统.Elizabeth Dole, president of the American Red Cross, an organization whose very purpose is to deal with crises, points out another important advantage of anticipating and planning for crises. She recently told me, "The midst of a disaster is the poorest possible time to establish new relationships and to introduce ourselves to new organizations. . . . When you have taken the time to build rapport, then you can make a call at 2 A.M. when the river's rising and expect to launch a well-planned, smoothly conducted response.美国红十字会是一个专门应对各种危机的机构,其主席伊丽莎白*杜尔(Elizabeth Dole)认为,预先准备应付并计划应对各种危机还有另外一个重要优点.她最近对我说：“对建立新的联系以及将我们引荐给各种新的机构而言,最糟糕的时间莫过于是危机正在发生的时候.但是当你用点时间来建立默契的话,那么当河水上涨时,你可以在凌晨2点钟打电话,同样也可以进行井然有序和顺利的应对活动.”