After COVID-19. Reorientation of crisis management in crisis

Abstract

The occurrence of the COVID-19 Pandemic has revealed all the weaknesses of different organisations, including macrostructuresthe States. It turned out that they are unprepared to COVID-19 Pandemic and at the same time pretending that they are controlling unpredictability, which is not valid. I collect information through a review of secondary data and observation of pandemic effects in several countries. In all countries, the effects of a pandemic are noticeable. It creates the slowdown of the economy and the introduction of restrictions on public life on an unprecedented scale. The effects of current economic restrictions will appear in a few months. I identified weaknesses in the crisis response and argue that any organisations also in macro-level should redefine the role of crisis management, which is in crisis. There is a need for a co-evolving this system within the organisation, which means the necessity of reshaping crisis management from crisis management relational model into crisis management three-dimensional flexible model. Crisis management based on risk analysis may be useless in the context of organisational unpredictability.

The Strategy of Vaccination and Global Pandemic: How Framing May Thrive on Strategy During and After Covid-19

“…Risk can be mitigated if proper measures are taken to control it. On the other hand, uncertainty is beyond the control of the individual, group, or organization (Cook, 1988;Alaszewski and Coxon, 2008;Samson, Reneke, and Wiecek, 2009;Renn, Klinke, and van Asselt, 2011;Pástor and Veronesi, 2013;Surbhi, 2017;Dobrowolski, 2020a). Uncertainty affects relationships between people.…”

“…Covid-19 has underlined the importance of human behavior in the success of any program and organization. As the pandemic occurred almost all over the World, and daily media reports enable the analysis of the effects of this phenomenon from a global perspective, one may generalize that the organization may work in an unpredictable environment when is based on social relations (Prusak and Cohen, 2001;Adler and Seok-Woo, 2002;Dobrowolski, 2020a).…”

Economic Calculus and Weak Signals: Prevention Against Foggy Bottom

“…This interest is closely related to the management process, within which one may distinguish management goals; resources, the number of which is always limited; methods of the most appropriate use of resources to achieve the assumed goals (Rajkovic, 2020). There are many studies on the economic calculus of a company (Bosch and Newton, 1995;Donici and Încalțărău, 2010;Joly, 2016;Ziegler, 2017;Boettke and Piano, 2019) and study on different factors of business operations (Akerlof, 1970;Williamson, 1988;Billingsley and Smith, 1996;Bradley et al, 1984;Brennan and Kraus, 1987;Stewart and Hitt, 2012;Tabor et al, 2018;Dobrowolski, 2020;Dobrowolski and Sułkowski, 2020;Dobrowolski and Dobrowolska, 2020;Dobrowolski and Sułkowski, 2020a;Dobrowolski, 2021Dobrowolski, , 2021aDobrowolski et al, 2021).…”

“…Foresight uses weak signals is broadly presented in the literature (Ansoff, 1982;Martin, 1995;Barker and Smith, 1995;Cuhls, 2003;Cuhls, 2008;Georghiou et al, 2008;Iden et al, 2017;Cuhls, 2019;Dobrowolski, 2020aDobrowolski, , 2020b. Based on a literature review (Cuhls, 2003;Andriopoulos and Gotsi, 2006;Georghiou et al, 2008;Dobrowolski, 2020;2020a;2020b), one may argue that foresight is not economic planning. It can be seen as the link between past economic experiences, current and the future.…”

Exploring Strategic Directions of Pandemic Crisis Management: A Text Analysis of World Economic Forum COVID-19 Reports

“…Many countries experienced institutional and cultural limitations in responding to the pandemic crisis, which has led to long-term recessions, economic fallout, supply chain collapses, and demographic crises. Social issues raised by COVID-19 have allowed people to recognize weaknesses in various types and functions of national crisis management systems [16][17][18].…”