The most recognized challenge to organizations, business or non-profit, is crisis. Crisis, a critical time for change and decision, has turned to be the dominant concern in management everywhere since September 11, 2001.

But crisis cannot be managed!

CODE of Crisis Leadership

C: Conceptual Integration
O: Operational practicality
D: Dialectic analysis
E: Evolutionary development

Our confidence on our crisis solution system comes from two sources: the methodology we are using in constructing the solution; and the feedback from our customers.

Our system represents a continuing efforts to integrate relevant concepts and practices in the field, to provide practical guidelines and procedures, to synchronize the operational values of efficiency and crisis prevention, to evolve with the scientific findings and practical know-how.

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Instead of transaction efficiency only, crisis leadership uplifts the target towards: a continuing renewal to a higher and meaningful being.

Crisis leadership takes no dichotomy between crisis and efficiency, but a dialectic one inherent with a mechanism of self-generated renewal force.
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Crisis demands turnaround changes; management tunes itself up for containing emergent incidents.

Crisis aims to end the existing order and demands fundamental changes; management obliges to maintain the order and to protect its clock-like rules.

Crisis asks for transformation; management clings on transactional efficiency.

Crisis presents normality tomorrow in today’s form of deviation; management insists on narrowing the variances and driving out abnormality.

Crisis follows a rule of chaotic self-organization, while management optimizes the system in a form of automation.
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