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▼a Fitzsimmons, Anthony. |
| 245 | 10 |
▼a Rethinking Reputational Risk: How to Manage the Risks that can Ruin Your Business, Your Reputation and You. |
| 264 | 1 |
▼a [Place of publication not identified] :
▼b Kogan Page :
▼b Kogan Page,
▼c 2017. |
| 300 | |
▼a 1 online resource. |
| 336 | |
▼a text
▼b txt
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| 337 | |
▼a computer
▼b c
▼2 rdamedia |
| 338 | |
▼a online resource
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▼a Business professional collection |
| 504 | |
▼a Includes bibliographical references and index. |
| 505 | 0 |
▼a Foreword; Preface; Part One Rethinking; 01 Introduction; Learning from crises; Anthony's story; Derek's story; Combining our insights to reveal hidden truths; Why study crises?; Outsiders can see more clearly than insiders; What is in it for whom?; 02 Reputation basics; What is a reputation?; How is a good reputation valuable?; The unrecognized role of heuristics; Systems One and Two; The value of a good reputation; Whose reputation is it anyway?; 03 How reputations are lost; Stakeholders in crises; Confidentiality evaporates in a crisis; Crises as a public stress-test of leaders |
| 505 | 8 |
▼a Crisis dynamicsThe trigger; Stakeholders and media engage; The back story; Leaders are not necessarily trusted; As stories develop, reputations evolve; 04 What is reputational risk?; Cognitive biases and their consequences; How cognitive biases and heuristics lead us astray; A better definition of reputational risk; Follow those root causes; Latent weaknesses incubate slowly; Turner's innovative equation; Lessons from Three Mile Island; Complex systems fail in complex ways; 'Normal' accidents; Overconfidence and optimism; The role of human error; The problem of systemic weakness |
| 505 | 8 |
▼a Enter the Swiss cheese model05 The hole in classical risk management; Where 'three lines of defence' fails; Normal human behaviour; The hole in classical risk management; The 'Swiss cheese' model has a hole!; Boards in the dark: unknown knowns and the risk glass ceiling; Unwanted incentives affect risk managers; Protecting chief risk officers; 06 Stakeholder behaviour; How does this work in practice?; Reputational capital and reputational equity; Unduly good reputations; Stakeholders in peacetime; Stakeholders in a crisis; Insiders are stakeholders too; Licence to operate |
| 505 | 8 |
▼a Stakeholder expectationsIf stakeholders overestimate you; Stakeholders' unreasonable expectations; Owners and their proxies; Regulators: stakeholders with multiple agendas; 07 Risks from failing to communicate and learn; Upward communication failures; Downward communications failures; Communication across the organization; Risk blindness; Failure to learn; 08 Character, culture and ethos; Character; Culture; Cultural leadership; Failure to embed the desired culture throughout the organization; 09 Incentives; Financial incentives: bonuses; Do large bonuses work?; Penalties |
| 505 | 8 |
▼a Non-financial incentivesNotes; 10 Complexity; 11 Board composition, skill, knowledge, experience and behaviour; Insufficient understanding; Blindness from cultural maps, rules, taxonomies and social norms; Diversity and skewed boards; Biases, heuristics, board dynamics and challenge; 12 Risks from strategy and change; Strategy development; Risks from large projects and change: the planning fallacy; Risks from inadequate crisis strategy, planning, practice and management; 13 Incubation and complacency; Incubation can be surprisingly long; Complacency; Hubris |
| 505 | 8 |
▼a 14 The special role -- and risks -- of leaders |
| 520 | |
▼a Provides a new perspective on the true nature of reputational risk and damage to organizations and traces its root causes in individual and collective human behaviour. |
| 590 | |
▼a eBooks on EBSCOhost
▼b All EBSCO eBooks |
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▼a Risk management. |
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▼a Reputation.
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▼a Electronic books. |
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▼a Atkins, Derek, |
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▼c Original
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▼w (OCoLC)950958763 |
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▼u http://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&AN=1446714 |
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