Unplanned Change and Crisis Management

  • Mahauganee ShawEmail author
Living reference work entry
DOI: https://doi.org/10.1007/978-3-319-31816-5_748-1


Unplanned Change – Organizational changes that are not foreseen prior to the need to change, often made necessary by shifts in the organizational environment.

Crisis Management – The process of preparing for, mitigating, responding to, recovering from, and learning from emergency incidents.


Organizational crises “forward the awkward dimension of ‘un-ness’: unexpected, unscheduled, unplanned, unprecedented and definitely unpleasant” (Rosenthal and Pijnenburg 1991, p. 1). In both their onset and their impact, crises are inherently unpredictable. Despite the unexpected, unscheduled, and unplanned nature of crises, people in positions of power are expected to respond in a manner that is both scheduled and planned. The general public expects that leaders will have a written response plan to consult, and the ability to offer regular scheduled updates, in the midst of a crisis response. Herein lies a conflict: expectation, scheduling, and planning as a desired...


Organizational Change Crisis Management Organizational Leader Crisis Event Crisis Response 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.
This is a preview of subscription content, log in to check access.


  1. Bess JL, Dee JR (2008) Understanding college and university organization: theories for effective policy and practice. Stylus, SterlingGoogle Scholar
  2. Cintrón R, Weathers ET, Garlough K (2007) College student death: guidance for a caring campus. University Press of America, LanhamGoogle Scholar
  3. Eckel P, Green M, Hill B, Mallon W (1999) Taking charge of change: a primer for colleges and universities. American Council on Education, Washington, DCGoogle Scholar
  4. Gersick CJG (1991) Revolutionary change theories: a multilevel exploration of the punctuated equilibrium paradigm. Acad Manag Rev 16(1):10–36CrossRefGoogle Scholar
  5. Harper KS, Paterson BG, Zdziarski EL II (eds) (2006) Crisis management: responding from the heart. National Association of Student Personnel Administrators, Washington, DCGoogle Scholar
  6. Hemphill BO, LaBlanc BH (eds) (2010) Enough is enough: a student affairs perspective on preparedness and response to a campus shooting. Stylus, SterlingGoogle Scholar
  7. Kezar A, Eckel PD (2002) The effect of institutional culture on change strategies in higher education: universal principles or culturally responsive concepts? J High Educ 73(4):435–460CrossRefGoogle Scholar
  8. Lewin K (1951) Field theory in social science: selected theoretical papers. Harper & Brothers, New YorkGoogle Scholar
  9. Mayhew E (2006) Organizational change processes. In: Jones BB, Brazzel M (eds) The NTL handbook of organizational development and change: principles, practices, and perspectives. Wiley, San Francisco, pp 104–120Google Scholar
  10. Pauchant TC, Mitroff II (1992) Transforming the crisis-prone organization: preventing individual, organizational, and environmental tragedies. Jossey-Bass, San FranciscoGoogle Scholar
  11. Rosenthal U, Pijnenburg B (eds) (1991) Crisis management and decision making: simulation oriented scenarios. Kluwer Academic, NorwellGoogle Scholar
  12. Shaw MD (2012) Crisis begets change: hurricane recovery at gulf coast institutions. Doctoral dissertation, Available from ProQuest Dissertations and Theses databaseGoogle Scholar
  13. Simsek H, Louis KS (2000) Organizational change as paradigm shift. In: Brown III MC (ed) ASHE reader series: organization & governance in higher education, 5th edn. Pearson, Boston, pp 550–565Google Scholar
  14. Tushman ML, Newman WH, Romanelli E (1986) Convergence and upheaval: managing the unsteady pace of organizational evolution. Calif Manage Rev 29(1):29–44CrossRefGoogle Scholar
  15. Wooten LP, James EH (2008) Linking crisis management and leadership competencies: the role of human resource development. Adv Dev Hum Resour 10(3):352–379CrossRefGoogle Scholar

Copyright information

© Springer International Publishing AG 2017

Authors and Affiliations

  1. 1.Miami UniversityOxfordUSA