{"title":"处于危机中的人们","authors":"T. Kippenberger","doi":"10.1108/EUM0000000006701","DOIUrl":null,"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":0.0000,"publicationDate":"1999-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"People in a crisis\",\"authors\":\"T. Kippenberger\",\"doi\":\"10.1108/EUM0000000006701\",\"DOIUrl\":null,\"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\":0.0000,\"publicationDate\":\"1999-08-01\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"The Antidote\",\"FirstCategoryId\":\"1085\",\"ListUrlMain\":\"https://doi.org/10.1108/EUM0000000006701\",\"RegionNum\":0,\"RegionCategory\":null,\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"\",\"JCRName\":\"\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"The Antidote","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.1108/EUM0000000006701","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"","JCRName":"","Score":null,"Total":0}
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.
京公网安备 11010802042870号
京ICP备2023020795号-1
分享
求助内容：
应助结果提醒方式：
扫码关注我们
