Pub Date : 1999-10-01DOI: 10.1108/EUM0000000006712
T. Kippenberger
Lists 20 common pitfalls regarding scenario planning and divides them into 2 parts: process; and content. Uses a shaded box to highlight other things to watch out for — these number 7 in total. Concludes the list is a very valid one and should be taken note of.
{"title":"Pitfalls in scenario planning","authors":"T. Kippenberger","doi":"10.1108/EUM0000000006712","DOIUrl":"https://doi.org/10.1108/EUM0000000006712","url":null,"abstract":"Lists 20 common pitfalls regarding scenario planning and divides them into 2 parts: process; and content. Uses a shaded box to highlight other things to watch out for — these number 7 in total. Concludes the list is a very valid one and should be taken note of.","PeriodicalId":178456,"journal":{"name":"The Antidote","volume":"44 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1999-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126541162","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1999-08-01DOI: 10.1108/EUM0000000005431
T. Kippenberger
Investigates the stages that precede a disaster, switching the emphasis from the role of the emergency services to the responsibilities of management. Investigates three UK disasters: the collapsing colliery tip at the Welsh village of Aberfan in 1966; a collision at an automatic railway crossing at Hixon in England in 1968, between a large road transporter, carrying a transformer, and a train; and a fire at Summerland holiday leisure complex on the Isle of Man — all these events included large loss of life. Concludes that in modern times disasters arising from unknown or unsuspected sources are very rare but depend on information being correctly assessed.
{"title":"Man‐made disasters: the failure of foresight","authors":"T. Kippenberger","doi":"10.1108/EUM0000000005431","DOIUrl":"https://doi.org/10.1108/EUM0000000005431","url":null,"abstract":"Investigates the stages that precede a disaster, switching the emphasis from the role of the emergency services to the responsibilities of management. Investigates three UK disasters: the collapsing colliery tip at the Welsh village of Aberfan in 1966; a collision at an automatic railway crossing at Hixon in England in 1968, between a large road transporter, carrying a transformer, and a train; and a fire at Summerland holiday leisure complex on the Isle of Man — all these events included large loss of life. Concludes that in modern times disasters arising from unknown or unsuspected sources are very rare but depend on information being correctly assessed.","PeriodicalId":178456,"journal":{"name":"The Antidote","volume":"50 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1999-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114610264","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1999-08-01DOI: 10.1108/EUM0000000006694
T. Kippenberger
Seeks to develop understanding of how to avert, or manage and recover from, crises. Tries to widen the view to include other management failures that can result in corporate demise, e.g. through a sudden loss of market share. Highlights three crisis phrases: crisis of management; crisis point; and crisis fall‐out. Concludes a way of identifying crisis‐prone organizations must be found — although rising managerial awareness of the issues should help — complacency among senior managers remains the biggest danger.
{"title":"How crises unfold","authors":"T. Kippenberger","doi":"10.1108/EUM0000000006694","DOIUrl":"https://doi.org/10.1108/EUM0000000006694","url":null,"abstract":"Seeks to develop understanding of how to avert, or manage and recover from, crises. Tries to widen the view to include other management failures that can result in corporate demise, e.g. through a sudden loss of market share. Highlights three crisis phrases: crisis of management; crisis point; and crisis fall‐out. Concludes a way of identifying crisis‐prone organizations must be found — although rising managerial awareness of the issues should help — complacency among senior managers remains the biggest danger.","PeriodicalId":178456,"journal":{"name":"The Antidote","volume":"23 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1999-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115499881","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1999-08-01DOI: 10.1108/EUM0000000006701
T. Kippenberger
Divides corporate disasters into two kinds: soft disasters, e.g. computer‐related incidents which are non‐life‐threatening (business disasters); and hard disasters — a violent invasion of one's workspace. Charts these are the ones with the potential to cause prolonged stress/psychological trauma. Looks at patterns of response, trauma, staff turnover and support, and support and understanding. Points out some disasters can have a positive side, with certain people coming out stronger, having coped with the problems involved.
{"title":"People in a crisis","authors":"T. Kippenberger","doi":"10.1108/EUM0000000006701","DOIUrl":"https://doi.org/10.1108/EUM0000000006701","url":null,"abstract":"Divides corporate disasters into two kinds: soft disasters, e.g. computer‐related incidents which are non‐life‐threatening (business disasters); and hard disasters — a violent invasion of one's workspace. Charts these are the ones with the potential to cause prolonged stress/psychological trauma. Looks at patterns of response, trauma, staff turnover and support, and support and understanding. Points out some disasters can have a positive side, with certain people coming out stronger, having coped with the problems involved.","PeriodicalId":178456,"journal":{"name":"The Antidote","volume":"6 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1999-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126476915","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1999-08-01DOI: 10.1108/EUM0000000006695
T. Kippenberger
States the impact of catastrophes on shareholder value is not strongly influenced by the existence of catastrophe insurance, but that a catastrophe puts the spotlight directly on management's ability to handle a crisis. Uses a Table of cases studied with regard to catastrophe effects and also uses 3 Figures showing differences between recoverers and non‐recoverers; and also Union Carbide after Bhopal; plus PanAm after Lockerbie. Concludes large numbers of fatalities, along with issues about management's responsibility for the accident or attendant safety lapses, are significant factors differentiating non‐recoverers.
{"title":"Measuring the effect","authors":"T. Kippenberger","doi":"10.1108/EUM0000000006695","DOIUrl":"https://doi.org/10.1108/EUM0000000006695","url":null,"abstract":"States the impact of catastrophes on shareholder value is not strongly influenced by the existence of catastrophe insurance, but that a catastrophe puts the spotlight directly on management's ability to handle a crisis. Uses a Table of cases studied with regard to catastrophe effects and also uses 3 Figures showing differences between recoverers and non‐recoverers; and also Union Carbide after Bhopal; plus PanAm after Lockerbie. Concludes large numbers of fatalities, along with issues about management's responsibility for the accident or attendant safety lapses, are significant factors differentiating non‐recoverers.","PeriodicalId":178456,"journal":{"name":"The Antidote","volume":"134 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1999-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123490357","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1999-08-01DOI: 10.1108/EUM0000000006693
T. Kippenberger
Reckons that industrial crises are triggered by events which are specific and identifiable, and which damage the environment, property, even life. Acknowledges trigger events are most unlikely to occur, often preceded by warning signs indicating problems — but these are frequently ignored because of the perceived unlikelihood of a disaster. Uses a Table, depicting a model of industrial crises, for added emphasis. Argues that industrial crisis cannot be dealt with at the level of single organizations as ultimately it is the economic and cultural environments inside and outside an organization that play crucial roles in preventing disasters.
{"title":"Understanding why corporate and industrial crises occur","authors":"T. Kippenberger","doi":"10.1108/EUM0000000006693","DOIUrl":"https://doi.org/10.1108/EUM0000000006693","url":null,"abstract":"Reckons that industrial crises are triggered by events which are specific and identifiable, and which damage the environment, property, even life. Acknowledges trigger events are most unlikely to occur, often preceded by warning signs indicating problems — but these are frequently ignored because of the perceived unlikelihood of a disaster. Uses a Table, depicting a model of industrial crises, for added emphasis. Argues that industrial crisis cannot be dealt with at the level of single organizations as ultimately it is the economic and cultural environments inside and outside an organization that play crucial roles in preventing disasters.","PeriodicalId":178456,"journal":{"name":"The Antidote","volume":"64 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1999-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121943753","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1999-08-01DOI: 10.1108/EUM0000000006702
T. Kippenberger
Discusses the rise in kidnappings from 6,000 a year in the 1980s to between 20,000 and 25,000 worldwide in the late 1990s. Illustrates which countries are most likely for kidnaps to happen in and the various outcomes for victims (some of whom were killed). Lays down various techniques for the avoidance of kidnapping and suggests there is no room nowadays for complacency.
{"title":"Kidnap, ransom and extortion","authors":"T. Kippenberger","doi":"10.1108/EUM0000000006702","DOIUrl":"https://doi.org/10.1108/EUM0000000006702","url":null,"abstract":"Discusses the rise in kidnappings from 6,000 a year in the 1980s to between 20,000 and 25,000 worldwide in the late 1990s. Illustrates which countries are most likely for kidnaps to happen in and the various outcomes for victims (some of whom were killed). Lays down various techniques for the avoidance of kidnapping and suggests there is no room nowadays for complacency.","PeriodicalId":178456,"journal":{"name":"The Antidote","volume":"113 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1999-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128373456","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1999-08-01DOI: 10.1108/EUM0000000005432
T. Kippenberger
Reflects on how organizations that are acknowledged leaders in the field of risk management, have achieved pre‐eminent positions. Acknowledges risk‐based auditing is still in its formative stages and so identification of best practice is an inexact science — but there are three important trends: from control‐based to risk‐based auditing; use of scenario planning; and understanding that risks apply to soft assets. Uses a Table for extra emphasis and explanation.
{"title":"Internal audit and governance: the shift from control to risk","authors":"T. Kippenberger","doi":"10.1108/EUM0000000005432","DOIUrl":"https://doi.org/10.1108/EUM0000000005432","url":null,"abstract":"Reflects on how organizations that are acknowledged leaders in the field of risk management, have achieved pre‐eminent positions. Acknowledges risk‐based auditing is still in its formative stages and so identification of best practice is an inexact science — but there are three important trends: from control‐based to risk‐based auditing; use of scenario planning; and understanding that risks apply to soft assets. Uses a Table for extra emphasis and explanation.","PeriodicalId":178456,"journal":{"name":"The Antidote","volume":"21 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1999-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125032999","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1999-08-01DOI: 10.1108/EUM0000000006698
T. Kippenberger
Discusses that the difference between disaster recovery and business continuity management is mostly one of scope and the disaster recovery end of the spectrum is characterized by a focus on technology‐based problems (e.g. computing), triggered by external factors (natural disasters, bombs, etc.). Employs a Figure highlighting planning for business continuity in context. Stresses disaster recovery is concerned with getting back online following a crisis but that it is important people do not become complacent because of knowledge of a plan of recovery.
{"title":"Reducing the impact of the unexpected","authors":"T. Kippenberger","doi":"10.1108/EUM0000000006698","DOIUrl":"https://doi.org/10.1108/EUM0000000006698","url":null,"abstract":"Discusses that the difference between disaster recovery and business continuity management is mostly one of scope and the disaster recovery end of the spectrum is characterized by a focus on technology‐based problems (e.g. computing), triggered by external factors (natural disasters, bombs, etc.). Employs a Figure highlighting planning for business continuity in context. Stresses disaster recovery is concerned with getting back online following a crisis but that it is important people do not become complacent because of knowledge of a plan of recovery.","PeriodicalId":178456,"journal":{"name":"The Antidote","volume":"97 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1999-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121387084","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1999-08-01DOI: 10.1108/EUM0000000006697
T. Kippenberger
Identifies seven types of crises that managers face, these range from natural disasters to technology failure and encompass crises provoked by external confrontation or direct acts of malevolence. Lists out seven types of crisis: natural disasters; technological disasters; crises of confrontation; acts of malevolence; misplaced management values; acts of deception; and management misconduct. Concludes senior management (managers at all levels and in all disciplines) need to be aware of potential problems to enable prevention or mitigation of such crises.
{"title":"Facing different types of crisis","authors":"T. Kippenberger","doi":"10.1108/EUM0000000006697","DOIUrl":"https://doi.org/10.1108/EUM0000000006697","url":null,"abstract":"Identifies seven types of crises that managers face, these range from natural disasters to technology failure and encompass crises provoked by external confrontation or direct acts of malevolence. Lists out seven types of crisis: natural disasters; technological disasters; crises of confrontation; acts of malevolence; misplaced management values; acts of deception; and management misconduct. Concludes senior management (managers at all levels and in all disciplines) need to be aware of potential problems to enable prevention or mitigation of such crises.","PeriodicalId":178456,"journal":{"name":"The Antidote","volume":"8 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1999-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130772917","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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