David Denyer is Professor of Organizational Change at Cranfield University, UK

Colin Pilbeam is Senior Research Fellow in Organization Studies at Cranfield University, UK

Big mistakes, misconduct, serious accidents and other disasters are normally followed by investigations which explore what went wrong. However, in many cases the recommendations are very rarely acted upon. This book shows how the conventional 'rules' of change management do not always apply in extreme contexts. It explores other perspectives and approaches, as well as the challenges of implementing change in the aftermath of extreme events.

Part I: The Context 1. What's the Problem? Part II: Incident Analyses 2. Fatal Failures to Change?: The Case of Haringey Social Care 3. Mayland, Torrens and Mitcham 4. Fire and Rescue Services 5. Emergency Service Arrangements in the Aftermath of the 2009 Victorian Bushfires 6. How a Changing Virus Changed a Hospital Change Agenda Part III: Addressing the Problems 7. Who to Blame: Losing Sight of the Big Picture 8. The Successful Management of a Clostridium Difficile Outbreak 9. Rebuilding a Nuclear Reprocessing Site after a Serious Spillage 10. Instilling a Culture of Mindfulness Part IV: Solutions 11. Safety in High Security Mental Health 12. Management Development for Post-Crisis Processes 13. Approaches to Post-Crisis Change Appendix I: The Literatures of Change and Crisis Management Appendix II: Research Methods for Studying Extreme Events