Claremont Graduate University
School of Behavioral and Organizational Sciences
Human Resource Design Program
HRD 326 – Crisis Management
Summer 2015
Contact Information
Course Instructor:
Office:
Phone:
E-mail:
In-person Office Hours:
Phone Office Hours:
Teaching Assistant:
Office:
Phone:
E-mail:
Scott J. Schroeder, Ph.D.
None
(808) 739-4611
scott.schroeder@cgu.edu or
scott.schroeder@chaminade.edu
by appointment before Friday class sessions
by appointment
None
Course Schedule:
Semester start and end:
July 6th – August 22nd (module 2)
Meeting days and times:
Fridays
Saturdays
Course location:
Stauffer 110
July 17th and July 31st (7 – 9:50 pm)
July 18th and August 1st (9 am – 5:30 pm)
Course Description
This course is an extension of HRD 320 and focuses on strategies for dealing with
unplanned organizational change.
Background Preparation (Prerequisites)
None
Texts and Journal References
Required:
Lewis, G. (2006). Organizational Crisis Management – The Human Factor. New York:
Auerbach Publications.
Optional:
None
Course Learning Outcomes
By the end of this course, successful students will have demonstrated:
1) an understanding of the defining elements of individual and organizational crises
and the ability to distinguish problem situations from crisis situations.
2) an understanding of the personal skills and professional orientation needed to
effectively engage individual and organizational crises.
3) An understanding of crisis response protocols for different types of crises and
skill in crisis response in case and simulation situations.
4) an understanding of the role of HR in crisis prevention and response.
5) effective communication and oral presentation skills.
Course Orientation
This course introduces students to the fundamental principles of crisis management in
organizations. In human resource management and leadership roles, we are most often
used to thinking about organizational change in an architectural manner. That is, change
is something we conceptualize, design, implement, and evaluate in a planful manner.
Frequently, though, events occur at work which are unplanned, and when these
unplanned events are significant and negative they are often labeled crises.
When crises happen in organizations, we can’t employ our usual architectural approaches
to managing change. Instead, handling crises effectively requires that we operate more
like paramedics than architects. As organizational paramedics we need to be able to 1)
identify the crisis, 2) establish and carry out a short-term response plan, and 3) access
appropriate resources for providing long-term resolution of the crisis. Developing the
knowledge and skills to engage these three tasks is what this course is all about.
As human resource professionals and managers, we can be confronted with crises
affecting both persons and systems. An executive may have a drug problem, or our
organization may suffer the consequences of down-sizing. An administrative assistant
may experience burnout, or our organization may encounter a technical disaster. For the
purposes of this class, there are two implications of this. The first is that we need to
examine crisis management at both the individual and organizational levels. (In real life,
we will almost always operate at the intersection of these two levels). The second
implication is that we need to be comfortable being confronted with the challenges of
people and systems in crisis. Coming face-to-face with significant, negative events can
be unsettling for even the most seasoned organizational paramedic.
The process of the course has been designed to address these issues. Over the two
weekends we will take on readings and learn about procedures which will help us
understand and respond to workplace crises encountered by individuals and
organizations. And at the core of some course segments will be a case conference in
which we will evaluate and create a response plan for an actual crisis situation.
There are two types of assignments which will be used in helping you to get the most out
of this course and in assessing your performance. The first assignment involves the
course readings. Because this class is designed as a graduate seminar, thoughtful
discussion and participation is essential to making the weekend as involving and useful as
it can be. And in order for you to contribute effectively, you need to have completed the
reading ahead of time.
The second type of assignment is written case analysis. Over the weekends, you will
complete short assessments and response plans for presented crisis situations to give you
practice at crisis response planning and documentation. In addition, you will complete a
case-based final exam during the second Saturday afternoon class session. All of the
cases will be provided by the instructor. The format for the written assignments will be
discussed in class.
The book that will be used in this course is Organizational Crisis Management: The
Human Factor by Gerald Lewis (2006). This book provides an industry standard
template for identifying organizational crises and responding to them effectively, with
particular attention paid to HR issues. The book should be reviewed prior to the second
weekend sessions, but we will draw on specific elements in the readings as the two
weekends progress. Specific chapters to be reviewed are indicated on the schedule later
in the syllabus.
Pre-course Note to Participants
This course is focused on application and skill building. It is a course about action and
doing. As a consequence, it will be a high-involvement course that is activity and case
based… requiring your use of the theoretical knowledge you’ve gained in your graduate
program, along with your judgment. During the two weekends, practicing is what
matters. In crisis management, you’ll learn that having an established action plan and
following it to the letter will lead to more successful crisis resolution. This is your
chance to put your self-discipline to the test.
Evaluation of Student Learning and Performance
Grading will be based on the following distribution of assignments (noting that
assignments may be modified to fit the class size):
Class Element
Points
Weight
Contribution to practice case discussion
10
10%
Crisis Case Response - Individual
45
45%
Crisis Case Response – Organization
45
45%
The instructor will make every effort to return each assignment to you with feedback
within 7 days for assignments submitted by e-mail and at the subsequent class session for
assignments submitted in class.
Grading
Your grade will be calculated using the following scale. Grades with plus or minus
designations are at the professor’s discretion.
Letter Grade Grade Point
Decription
Learning Outcome
A
4.0
Complete mastery of
course material and
additional insight beyond
course material
Insightful
B
3.0
Complete mastery of
course material
Proficient
C
2.0
Gaps in mastery of course
material; not at level
expected by the program
Developing
U
0
Unsatisfactory
Ineffective
Course Policies:
Attendance
Students are expected to attend all classes. Students who are unable to attend class must
seek permission for an excused absence from the course director or teaching assistant.
Unapproved absences or late attendance for three or more classes may result in a lower
grade or an “incomplete” for the course. If a student has to miss a class, he or she should
arrange to get notes from a fellow student and is strongly encouraged to meet with the
teaching assistant to obtain the missed material. Missed extra-credit quizzes and papers
will not be available for re-taking.
Scientific and Professional Ethics
The work you do in this course must be your own. Feel free to build on, react to, criticize,
and analyze the ideas of others but, when you do, make it known whose ideas you are
working with. You must explicitly acknowledge when your work builds on someone
else's ideas, including ideas of classmates, professors, and authors you read. If you ever
have questions about drawing the line between others' work and your own, ask the course
professor who will give you guidance. Exams must be completed independently. Any
collaboration on answers to exams, unless expressly permitted, may result in an
automatic failing grade and possible expulsion from the Program.
Instructor Feedback and Communication
The best way to get in touch with the instructor is by e-mail at either
scott.schroeder@cgu.edu or scott.schroeder@chaminade.edu. I will respond to e-mail
within two business days. Appointments may be made to talk by phone as well.
Expectations and Logistics
The schedule of course topics provides an intended map for the subject areas we will be
discussing during particular class sessions. The actual timing may vary depending on the
needs and interests of the class group.
Accommodations for Students with Disabilities
CGU is committed to offering auxiliary aids and services to students with verifiable
disabilities in compliance with Section 504 of the Rehabilitation Act of 1973 and Title II
of the Americans with Disabilities Act of 1990. To ensure that their individual needs are
addressed, students with special needs are encouraged to contact the Dean of Students
Office as early as possible. Additional resources can be found on the linked page
(http://www.cgu.edu/pages/1154.asp).
Schedule of Class Sessions and Important Dates
Evening of July 17th – Introduction to Crisis Management
This class session provides an overview of crisis management and its importance for HR
professionals. We will discuss what constitutes a “crisis” and how to distinguish a
problem from a crisis. You will also learn components of crisis training programs and
the personal characteristics of effective crisis managers. We will also examine the basic
tasks associated with managing individuals and systems in crisis: crisis identification,
response planning, and accessing collateral and institutional resources. The appropriate
application of consulting and counseling skills to crisis intervention in the workplace will
also be discussed.
Baseline Case:
Onyx Oil
Morning of July 18th – Individuals in Crisis I – Stress and Burnout
Saturday we will explore some of the most prevalent types of individual crises in
organizations today. The trend toward down-sizing and restructuring has altered the
psychological contract people have with their employers and has had traumatic and
stress-producing consequences for many. For some it means the loss of a career,
organizational ties, and professional identity. For others it means survivor guilt and work
overload. Additionally, certain strong performers in organizations can be subject to
burnout and overuse. Preventing and handling crises related to these issues is the topic of
this morning’s session.
Practice Case:
Mark Finley
Afternoon of July 18th – Individuals in Crisis II – Violence and Substance Use
Increasing demands on employees to be efficient and productive across the various
domains of their lives can lead people to seek to alleviate these pressures through the use
of drugs and alcohol. These increasing demands combined with the intensified abuse and
alienation some experience in their jobs can lead to organizational sabotage and violence.
Dealing with crises involving substance abuse and violence at work is the topic of this
afternoon’s session.
Practice Case:
Sam Stuart
We will also complete our mid course case during this class session.
Chapter 7 can be used as a reference in this class session.
Evening of July 31st – Organizational Crises I – Prevention and Assessment
As HR professionals operating inside organizations, we are in the position to contribute
to the prevention of significant threatening events at the systems level. To the extent that
we can identify the most likely organizational crises, we can plan to avoid them and to
respond to them. In this session we will discuss the crisis management audit and scenario
building as tools for organizational crisis prevention and response planning. We will also
examine an organizational crisis case.
Practice Case:
Challenger and Columbia
Read chapters 3, 4, and 5 before this class session.
Morning of August 1st – Organizational Crises II – Tactical & Strategic Responses
Effective crisis management requires both immediate action to facilitate crisis relief as
well as subsequent work to accomplish crisis resolution. In this session we will review
both short-term and long-term action plans for managing systems crises. We will also
examine the appropriate composition of a crisis management team and the relevant
involvement of other organizational constituents.
Practice Case:
Wang Labs
Read chapters 5, 6, and 8 before this day’s sessions.
Afternoon of August 1st – Organizational Crises II – Course Exam
In this afternoon session you will complete the course with a case-based final exam that
will be undertaken in groups.
Instructor Background Information
Scott Schroeder, Ph.D. is Dean of the School of Business and Communication and
Professor of Management at Chaminade University of Honolulu. Scott’s career has been
lived as a management activist, dedicated to putting into practice management systems
and approaches that bring out employees’ best work and eradicate employee abuse and
management malpractice in organizations.
He has done extensive clinical work in executive psychotherapy and coaching and
consults on issues of executive development and team effectiveness. His clients have
included individuals and organizations from industries including entertainment,
professional sports, health care, advertising, education, government services, the U.S.
military, high tech, not-for-profits, and religious organizations. His work in forensic
psychology as a principal of The Laundis Group included assessment of multiple crisis
situations, their effects and resolution.
Scott’s research focuses of individuals’ personal power and social influence at work, with
special interest in getting people the power they need to have personal and professional
success in their careers. He is most recently co-author with Samuel Culbert of “What
most managers don’t know about empowerment.”
He has held administrative or faculty positions at several universities, including Arizona
State University, UCLA, and Antioch University, where he was responsible for
developing a graduate program in organization development which was consistently
ranked among the top ten programs nationally during his tenure. Scott was most recently
the dean of academic affairs at the Bainbridge Graduate Institute, the country’s topranked graduate school for sustainable business and one of Businessweek’s top
innovation schools in the world.
Scott has taught courses on organizational behavior, organizational development, and
crisis management in the HRD program at CGU since 1996. He completed doctoral
specializations in management and psychology at UCLA, as well as post-doctoral work at
Harvard University.