Exploring the barriers to learning from crisis : organizational learning and crisis
By: SMITH, Denis
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Contributor(s): ELLIOTT, Dominic.
Material type: 
ArticlePublisher: London : Sage Publications, November 2007Management Learning 35, 5, p. 519-538Abstract: This article explores the possible barriers to effective organizational learning from crisis events. A number of themes are considered including learning from crisis, learning as crisis and learning for crisis. One of the key issues to emerge from a systematic study of crises is the striking similarity between the underlying causes of such events. The article outlines the nature of the crisis management process and identifies a number of barriers to the learning process. A key argument developed in the article is that the barriers to learning can themselves serve to generate the conditions which will allow an incident to escalate into a crisis. The article concludes by suggesting ways in which organizations can develop more effective learning capabilities for crisis events
This article explores the possible barriers to effective organizational learning from crisis events. A number of themes are considered including learning from crisis, learning as crisis and learning for crisis. One of the key issues to emerge from a systematic study of crises is the striking similarity between the underlying causes of such events. The article outlines the nature of the crisis management process and identifies a number of barriers to the learning process. A key argument developed in the article is that the barriers to learning can themselves serve to generate the conditions which will allow an incident to escalate into a crisis. The article concludes by suggesting ways in which organizations can develop more effective learning capabilities for crisis events
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