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Confronting social defence mechanisms: avoiding disorganization during crises

Loosemore, M. and Hughes, W. ORCID: (2001) Confronting social defence mechanisms: avoiding disorganization during crises. Journal of Contingencies and Crisis Management, 9 (2). pp. 73-87. ISSN 1468-5973

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To link to this item DOI: 10.1111/1468-5973.00156


Crises cause social disturbances within their host organisation and the patterns of interpersonal ties that emerge are an important determinant of crisis management efficiency. In this article, social network analysis is used within a construction project context, to demonstrate that efficient crisis management depends upon the design and maintenance of an appropriate social fabric. However, crises have defence mechanisms that make management difficult by inducing forces that encourage people to pursue inappropriate social ties. Purposeful social intervention is therefore an essential part of the crisis management process to confront and avoid disorganisation.

Item Type:Article
Divisions:Science > School of the Built Environment > Organisation, People and Technology group
ID Code:4308
Publisher:Wiley InterScience

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