{"id":78854,"date":"2024-10-17T18:26:27","date_gmt":"2024-10-17T18:26:27","guid":{"rendered":"https:\/\/pdfstandards.shop\/product\/uncategorized\/asce-9780784404911-2000\/"},"modified":"2024-10-24T19:38:21","modified_gmt":"2024-10-24T19:38:21","slug":"asce-9780784404911-2000","status":"publish","type":"product","link":"https:\/\/pdfstandards.shop\/product\/publishers\/asce\/asce-9780784404911-2000\/","title":{"rendered":"ASCE 9780784404911 2000"},"content":{"rendered":"
Martin Loosemore shows how to prevent crises on construction projects and, when crisis is inevitable, how to turn it to advantage.<\/p>\n
PDF Pages<\/th>\n | PDF Title<\/th>\n<\/tr>\n | ||||||
---|---|---|---|---|---|---|---|
6<\/td>\n | Table of Contents <\/td>\n<\/tr>\n | ||||||
8<\/td>\n | Acknowledgments <\/td>\n<\/tr>\n | ||||||
10<\/td>\n | Preface <\/td>\n<\/tr>\n | ||||||
12<\/td>\n | Chapter 1: Introduction Our Anti-Conflict Values <\/td>\n<\/tr>\n | ||||||
13<\/td>\n | Necessity\u2014The Mother of Invention <\/td>\n<\/tr>\n | ||||||
15<\/td>\n | Unlearning the Past\u2014The Future’s Challenge <\/td>\n<\/tr>\n | ||||||
16<\/td>\n | Recognizing a Crisis When You See One Distinguishing Between Disasters and Crises <\/td>\n<\/tr>\n | ||||||
17<\/td>\n | A Crisis-Prone Construction Process <\/td>\n<\/tr>\n | ||||||
22<\/td>\n | Managers as a Source of Crisis-Proneness <\/td>\n<\/tr>\n | ||||||
23<\/td>\n | High-Reliability Organizations The Art of Crisis Management <\/td>\n<\/tr>\n | ||||||
24<\/td>\n | Conclusion <\/td>\n<\/tr>\n | ||||||
26<\/td>\n | Chapter 2: Planning for Crises Introduction Types of Construction Crises Major Crisis Categories <\/td>\n<\/tr>\n | ||||||
28<\/td>\n | Specific Crisis Categories <\/td>\n<\/tr>\n | ||||||
31<\/td>\n | Conclusion <\/td>\n<\/tr>\n | ||||||
32<\/td>\n | Chapter 3: The Dynamics of Crisis Management Introduction Detection\u2014The First Phase of Crisis Management <\/td>\n<\/tr>\n | ||||||
43<\/td>\n | Diagnosis\u2014The Second Phase of Crisis Management <\/td>\n<\/tr>\n | ||||||
45<\/td>\n | Decision Making\u2014The Third Phase of Crisis Management <\/td>\n<\/tr>\n | ||||||
50<\/td>\n | Implementation\u2014The Fourth Phase of Crisis Management <\/td>\n<\/tr>\n | ||||||
51<\/td>\n | Feedback\u2014The Fifth Phase of Crisis Management <\/td>\n<\/tr>\n | ||||||
52<\/td>\n | Recovery\u2014The Penultimate Phase of Crisis Management Learning\u2014The Final Phase of Crisis Management <\/td>\n<\/tr>\n | ||||||
56<\/td>\n | Conclusion <\/td>\n<\/tr>\n | ||||||
58<\/td>\n | Chapter 4: Emergency Planning in Construction Projects Introduction Emergency Planning <\/td>\n<\/tr>\n | ||||||
59<\/td>\n | The Aims of an Emergency Plan Preparing an Emergency Plan <\/td>\n<\/tr>\n | ||||||
65<\/td>\n | Formulating an Emergency Plan for a Construction Project <\/td>\n<\/tr>\n | ||||||
66<\/td>\n | Conclusion <\/td>\n<\/tr>\n | ||||||
68<\/td>\n | Chapter 5: Crisis Managers as Social Architects The Concept of Social Architecture Social Structure and Crisis Management Efficiency <\/td>\n<\/tr>\n | ||||||
74<\/td>\n | Crisis Behavior <\/td>\n<\/tr>\n | ||||||
81<\/td>\n | Phases of Behavior During a Crisis <\/td>\n<\/tr>\n | ||||||
82<\/td>\n | Conclusion <\/td>\n<\/tr>\n | ||||||
84<\/td>\n | Chapter 6: Case Study One Introduction The Project The Crisis <\/td>\n<\/tr>\n | ||||||
85<\/td>\n | An Account of the Crisis Management Process <\/td>\n<\/tr>\n | ||||||
89<\/td>\n | Patterns of Behavior <\/td>\n<\/tr>\n | ||||||
95<\/td>\n | Conclusion <\/td>\n<\/tr>\n | ||||||
100<\/td>\n | Chapter 7: Case Study Two The Project The Crisis An Account of the Crisis Management Process <\/td>\n<\/tr>\n | ||||||
104<\/td>\n | Phases of Behavior <\/td>\n<\/tr>\n | ||||||
106<\/td>\n | Conclusion <\/td>\n<\/tr>\n | ||||||
110<\/td>\n | Chapter 8: Case Study Three The Project The Crisis An Account of the Crisis Management Process <\/td>\n<\/tr>\n | ||||||
115<\/td>\n | Patterns of Behavior <\/td>\n<\/tr>\n | ||||||
119<\/td>\n | Conclusion <\/td>\n<\/tr>\n | ||||||
126<\/td>\n | Chapter 9: Case Study Four The Project The Crisis An Account of the Crisis Management Process <\/td>\n<\/tr>\n | ||||||
129<\/td>\n | Phases of Behavior <\/td>\n<\/tr>\n | ||||||
133<\/td>\n | Conclusion <\/td>\n<\/tr>\n | ||||||
138<\/td>\n | Chapter 10: Lessons for Crisis Managers Introduction <\/td>\n<\/tr>\n | ||||||
140<\/td>\n | Managing Communications During a Crisis <\/td>\n<\/tr>\n | ||||||
142<\/td>\n | Crises as Periods of Social Change <\/td>\n<\/tr>\n | ||||||
143<\/td>\n | Efficient Communication Patterns <\/td>\n<\/tr>\n | ||||||
147<\/td>\n | Crisis Behavior <\/td>\n<\/tr>\n | ||||||
152<\/td>\n | The Two Ironies of Construction Crisis Management <\/td>\n<\/tr>\n | ||||||
158<\/td>\n | The Dynamics of Crisis Management <\/td>\n<\/tr>\n | ||||||
160<\/td>\n | Conclusion <\/td>\n<\/tr>\n | ||||||
162<\/td>\n | Chapter 11: Conclusion \u2013 Creating an Optimistic Organization Optimism or Pessimism \u2013 A Stark Choice The Optimistic Organization <\/td>\n<\/tr>\n | ||||||
165<\/td>\n | The Pragmatics of Optimism <\/td>\n<\/tr>\n | ||||||
168<\/td>\n | References <\/td>\n<\/tr>\n | ||||||
180<\/td>\n | Index A B C D E F G H <\/td>\n<\/tr>\n | ||||||
181<\/td>\n | I J L M N O P Q R S T U W Z <\/td>\n<\/tr>\n<\/table>\n","protected":false},"excerpt":{"rendered":" Crisis Management in Construction Projects<\/b><\/p>\n |