unsolvable problems by enhancing your creativity"
The Burke/Lonvig Model
Psychologist Stephen Joseph Burke and Artist Asbjorn Lonvig have developed the Burke/Lonvig Model. A model for training CREATIVITY by joining Burke's and Lonvig's core competences in Psychology, Art and Information Technology. A model that enables employees to enhance skills in creativity and enhance an innovative environment. The Burke/Lonvig Model is conducted in seminars held by Burke and Lonvig. Successful Management depends on ultimate creativity and innovative thinking.
|Burke/Lonvig Model in Action||Burke/Lonvig in General||Psychology in general|
|MENU - Start here
||Stephen Burke CV - and Contact||Carl Gustav Jung|
|Introduction - About the
||Asbjorn Lonvig CV - and Contact||Analytical Psychology|
Facilities - How it works
||The Burke/Lonvig Model - Mandala||Industrial Psychology|
|CRISES Management and Burke/lonvig Model||Green IT||The Cognitive
|Download Burke/Lonvig Model Brochures||The Open Source Initiative (OSI)||Intentionally left blank|
The Chinese word for
危机 means "crises", 危 means "danger", 机 means - among other things - "chance" or "opportunity"A model for training CREATIVITY by joining Burke's and Lonvig's core competences in Psychology, Art and Information Technology.
As you can see from the Chinese way of spelling the word CRISES there is an element of "chance" and an element of "opportunity"
A model that enables employees to enhance an innovative environment.
The Burke/Lonvig Model is conducted in seminars held by Stephen Joseph Burke and Asbjorn Lonvig.
When you focus on a specific crises you might use the Burke/Lonvig Model to identify and develop "change" and "opportunity" in an innovative environment.
That is - the Burke/Lonvig Model is excellent in CRISES Management.
Successful CRISES management depends on ultimate creativity and innovative thinking.
From Wikipedia, the free encyclopedia
A crisis is a major, unpredictable event that threatens to harm an organization and its stakeholders. Although crisis events are unpredictable, they are not unexpected (Coombs, 1999). Crises can affect all segments of society – businesses, churches, educational institutions, families, non-profits and the government and are caused by a wide range of reasons. Although the definitions can vary greatly, three elements are common to most definitions of crisis: (a) a threat to the organization, (b) the element of surprise, and (c) a short decision time (Seeger, Sellnow & Ulmer, 1998).
Sudden Crises, such as fires, explosions, natural disasters, workplace violence, etc; Smoldering Crises, problems or issues that start out small and could be fixed or averted if someone was paying attention or recognized the potential for trouble; Bizarre, like the finger in the Wendy's Restaurant Chili, a one-of-a-kind crisis; and, Perceptual Crises, such as the long-running problem Proctor & Gamble used to have with their former corporate logo, that included a half-moon and stars, which critics would claim were symbols of devil-worship, calling for boycotts of P&G products.
The practice of crisis management involves attempts to eliminate technological failure as well as the development of formal communication systems to avoid or to manage crisis situations (Barton, 2001), and is a discipline within the broader context of management. Crisis management consists of skills and techniques required to assess, understand, and cope with any serious situation, especially from the moment it first occurs to the point that recovery procedures start.
Crisis management consists of methods used to respond to both the reality and perception of crises such as a Crisis Management Plan. Crisis management also involves establishing metrics to define what scenarios constitute a crisis and should consequently trigger the necessary response mechanisms. It consists of the communication that occurs within the response phase of emergency management scenarios.
The credibility and Reputation of organizations is heavily influenced by the extent of their active and consistent responses during crisis situations. The organization and communication involved in responding to a crisis in a timely fashion makes for a challenge in businesses. There must be open and consistent communication throughout the hierarchy to contribute to a successful crisis communication process.
The related terms emergency management and business continuity management focus respectively on the prompt but short lived "first aid" type of response (e.g. putting the fire out) and the longer term recovery and restoration phases (e.g. moving operations to another site). Crisis is also a facet of risk management, although it is probably untrue to say that Crisis Management represents a failure of Risk Management since it will never be possible to totally mitigate the chances of catastrophes occurring.
Crisis management is occasionally referred to as incident management, although several industry specialists argue that the term crisis management is more accurate.
PowerPoint or OpenOffice.org
to manage "Slide Show",
which is a .ppt file
If you do not have PowerPoint installed on you computer you can
use OpenOffice.org Impress, which is free of charge.
Click on http://www.openoffice.org/
and download the OpenOffice package free of charge.
Adobe Reader to manage "Print Slide Show",
which is a .pdf file
If you do not have Adobe Reader installed on you computer you can
download it free of charge.
Click on Adobe Reader and choose download.
Other Burke and Lonvig web sites:
www.lonvig.biz - Prices
www.BurkeLonvig.com - the Burke/Lonvig Model
FOR EDUCATIONAL USE ONLY
COPYRIGHTS STEPHEN JOSEPH BURKE AND ASBJORN LONVIG