The Organizational Creativity and its Relationship to Crisis Management in the Light of Coronavirus Pandemic (original) (raw)
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The Role of Strategy and Creativity in dealing with Crisis
Southern Leyte Times, 2020
It is noticed that in todays time we often feel frustration when we were taught strategy, the gap between learning and the want to learn. We are typically taught to think about strategy problems by introducing it to us with all the rigorous analytical tools, like the SWOT, Porter Five Force Model, and other analytical and decisional tools. We know that these are essentials better suited for understanding in all aspects, the need to dutifully learn in using them. We also learn that the tools are better suited to understanding and existing context and dreaming up ways to reshape it. We all know that these are game changing strategies born of creative thinking. Strategy or strategies are plan of action or policy designed to achieved a major or overall aim, it is the science and art of military command exercised to meet the enemy in combat under advantageous conditions, it is a variety of or instance in the need to achieve the objectives; it is developing a careful plan or method; it is the art of an adaptation of complex plans that serves or appears to serve an important function in achieving evolutionary success. In such time we feel that there is no need in using this strategy, that there is no need in applying these tools, that we should abandon the many powerful analytical tools we have developed over the years. The feel that these tools are not applicable in new problems encountered like the one we are facing right now. NCOV-19 is a new kind of threat that every country is facing and is still looking for ways to find a cure and prevent the spread, studying the characteristic of the virus takes time and analytical tools is used as a strategy, we need to understand the kind of landscape this virus depends and lurks into. Researchers and Frontliners
Innovation in crisis Management 2 1
Covid-19 was extremely effective overall nation with passings expanding and bends heightening each day, solid hit in different states on the head of them comes NY, NJ, MI during troublesome occasions (April 20). That is the reason the creator has picked GM activity. It merited introduction and translation. An extremely amazing one from the reasonable field. Content investigation was utilized to show the succession of occasions and the increasing speed of various choices and activities made. Numerous exercises scholarly will be investigated and toward the end a guide will be intended for heads and chiefs to gain from and consider when settling on future choice if there should be an occurrence of overseeing crises.
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At today's conditions of the globalism, enterprises stretch out their business in an environment that is continuously changing which appear with harsh competition, entry in the market of the new companies, everyday technology changes etc. which are making harder the business or even the survival of many enterprises. Majority of enterprises are going through crisis, where some of them survive and some of them do not achieve to survive. In these conditions particular importance is being paid to the crisis management which plays important role in overcoming of the crisis at the enterprise with much smaller effects or even in successful survival in some occasions and in general the crisis of the social environment. At the study is being treated the crisis of the enterprise, type and its causes, meaning, role and importance of the crises management, importance of software for managing of crises. Is being treated the crises in Kosova enterprises, causes of crises based to Kosova entre...
Adapting to Uncertainty The Role of Strategic Leaders in Crisis Innovation
PRAESTANTIA NEXUS DIGEST, 2024
The capacity to negotiate ambiguity has emerged as a key talent for leaders in all fields in the current environment, which is characterized by rapid change. Crisis situations, whether they be caused by economic upheaval, technology disruption, public health emergencies, or environmental problems, are an unavoidable component of the modern landscape. When it comes to promoting innovation and guiding businesses through difficult times, the role of strategic leaders is absolutely essential. This study, which is titled "Adapting to Uncertainty: The Role of Strategic Leaders in Crisis Innovation," investigates the intricate dynamics of leadership during times of crisis and places an emphasis on the techniques that help leaders to improve their resilience, encourage their teams, and create an environment that is conducive to innovation. The ability to lead with agility and foresight in an environment that is always changing can not only determine whether or not an organization will survive, but it can also determine whether or not it will be able to thrive in spite of the difficulties it faces. On the basis of our examination of the topics discussed in this article, we have come to the realization that effective leadership during a crisis goes beyond merely maintaining the status quo.
Infusing creativity into crisis management
Organizational Dynamics, 2011
a v a i l a b l e a t w w w. s c i e n c e d i r e c t . c o m j o u r n a l h o m e p a g e : w w w . e l s e v i e r . c o m / l o c a t e / o r g d y n 0090-2616/$ -see front matter #
IAEME PUBLICATION, 2021
This study determined and examined social innovation's role in finding new innovative solutions and the ratio of cooperation and participation of individuals within King Khalid University as a case study to face COVID-19 pandemic. The field study is showed that there is a positive relationship between social innovation and Educational crisis management during the epidemic and there is sufficient and high participation from university teaching staff and students to find innovative and updated ideas.
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We propose a rigorous modeling framework for characterizing the structural ability of organizations to respond quickly and effectively to unanticipated events. As such, we seek to provide a theoretical basis for improved crisis management strategies. Our framework conceptualizes organizations as adaptive, responsive networks. Most of the existing models of complex social networks to date, however, have not explicitly modeled human capacity constraints or system congestion. As a result, no viable frameworks exist for investigating the responsiveness of various organizational structures under crisis conditions. Our approach proposes to integrate the social network approach to modeling communication and collaboration with the flow network approach from production systems modeling to represent task processing and flow under crisis conditions. By providing analytic structure to decision making enviromnents currently viewed as not amenable to formal methods, this research, we hope, will help improve the performance of various organizations in both the private and public sectors.
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As the COVID-19 crisis exposed inequities in civic, funding, and programmatic policiesoften grounded in systemic oppression and White Supremacycommunity based, youthfocused organizations, such as Creative Youth Development (CYD) programs, were catapulted into unplanned changes in order to survive. In this tumultuous environment, organizations had to struggle, innovate, and revolutionize their practices, oftentimes without being able to properly reflect or predict consequences. This paper explores what the pandemic and its unspooling consequences are teaching us about what we need in a framework for thinking about organizational change and adaptation in times of crisis. Specifically, the author discusses how earlier frameworks need to expand to include: organizational development, distributed leadership, and growth mindset. The article concludes with a set of provocations derived from community-based conversations with organizational leaders as they innovated their practices in the difficult months of March and April 2020.
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This communication offers a contribution to rethinking organizational models. Its objective is to propose the determinants of resilient organizations in the face of crises generated by unforeseen risks with high impact, called black swans. It is a metaresearch that takes advantage of the results of 11 studies conducted and concluded in the midst of the COVID 19 crisis. The central question that has been the common thread of this meta-research is "What new managerial model of resilient organizations? To answer this question, she exploits the quintessential state of the art mobilized by this research and its results. This research adopted a rather qualitative analysis approach; the discussion of their results made it possible to bring out the determinants of the model of resilient organizations structuring three levers: valuing the raison d'être, organizational efficiency and ecosystem leadership. These determinants are the first lever: the alignment of strategies with social and societal imperatives, the foundation of the corporate culture on multicultural values and the integration of risks in the management of projects and the business model. For the second component, these determinants are: employee engagement, collective intelligence, organizational agility and business architecture. For the last component, these determinants are: the digital transformation of the customer journey, the improvement of the customer experience by creating the wow effect, the extension of markets via a growth strategy based on exports and ecosystem management as the basis of strategic management.