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Mitroff (2005)Management > Crisis Management > Lectures > Independent Research > Mitroff's book >The effects of abnormal crises > Defence mechanisms > Victim and villain > Complexity > 4 styles of thinking > Assumptions > Structured problems > 4 views of crises > Crisis tool kit > Controlled paranoia > General Motors > Needed action > A well designed organisation > Spirituality > Benetton-Turkey > Corporate emotional intelligence
Corporate emotional intelligenceThe case of Benetton-Turkey demonstrates that firms cannot ask customers to see things from their point of view when things go wrong. Such a cognitive analysis is an impossible request in a crisis, and it is up to firms to see things from the customers' perspectives. This role reversal is the primary cause for employees and customers feeling betrayed by the CEOs. Reactive organisations only want to help the greatest number of people and prepare for a few crises that they have previously experienced Pro-active organisations have the culture of "no harm shall come to a single person" and prepare for any possible future crisis. This includes measures such as TQM to be taken seriously. "Effective CM and ethics not only go hand in hand but together they pay off handsomely".
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