Our world is a complex interactive process that is full of uncertainty and is often quite unpredictable. Our management systems are however based on predictability and certainty. If we accept that predictability and certainty are false gods, how else might we approach the task of management. If we accept uncertainty and non-predictability are ever present (where chaos is normal), what might we do differently?
Given a constantly degrading and more and more instable, volatile economic environment Strategic Execution – the execution of strategy while re-organizing and restructuring operational activities – is becoming an increasingly important element of daily management. Constant change, re-prioritization and re-organization, quick decision making and related exposure to risks in a complex environment is becoming the rule. Risk Management is therefore a central part of Strategic Execution, as is it’s embedding into operational processes as well as its links to and integration with performance management.
Although counter productive, the gap between communications research and application continues to widen. Roger Kasperson accurately claims that this disparity cannot be overcome by a linear bridge, but a complex system of web like processes.
Our conference programme in Amsterdam consists of lectures by international keynote speakers, but we also make room for various workshops by CIP members. These six workshop were reviewed and selected from the proposals that we received as a result of our Call for Workshops.
This presentation will describe current research that is examining how rather reactive theories concerning crises might be used to stimulate foresight. Three cases will be used to illustrate this practical use of the re-imagined theory.