"Solve 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 Burke/Lonvig Model
Asbjorn Lonvig CV - and Contact Analytical Psychology
Concepts and Facilities - How it works
The Burke/Lonvig Model - Mandala Industrial Psychology
CRISES Management and Burke/lonvig Model Green IT The Cognitive Profile Model
Download Burke/Lonvig Model Brochures The Open Source Initiative (OSI) Intentionally left blank



The Chinese word for
CRISES:




危机 means "crises", means "danger", means - among other things - "chance" or "opportunity"
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 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 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.




 

CRISES Management
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.





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E-mails:
Stephen@Burke.dk lonvig@mail.dk
Other Burke and Lonvig web sites:
www.Burke.dk
www.Lonvig.dk
www.lonvig.biz - Prices
www.BurkeLonvig.com - the Burke/Lonvig Model

 
FOR EDUCATIONAL USE ONLY
COPYRIGHTS STEPHEN JOSEPH BURKE AND ASBJORN LONVIG


Stephen Joseph Burke, Irish
Organizational psychologist
graduated from University of Dublin and University of Aarhus

 Asbjorn Lonvig
Asbjorn Lonvig, Danish

Artist, designer, sculptor, fairy tale writer and software engineer by IBM


CRISES management and The Burke/Lonvig Model -  The Burke/Lonvig Model - by Irish psychologist, Sthephen Burke, and Danish artsist Asbjorn Lonvig
CRISES management and The Burke/Lonvig Model -  The Burke/Lonvig Model - by Irish psychologist, Sthephen Burke, and Danish artsist Asbjorn Lonvig
CRISES management and The Burke/Lonvig Model -  The Burke/Lonvig Model - by Irish psychologist, Sthephen Burke, and Danish artsist Asbjorn Lonvig
CRISES management and The Burke/Lonvig Model -  The Burke/Lonvig Model - by Irish psychologist, Sthephen Burke, and Danish artsist Asbjorn Lonvig
CRISES management and The Burke/Lonvig Model -  The Burke/Lonvig Model - by Irish psychologist, Sthephen Burke, and Danish artsist Asbjorn Lonvig
CRISES management and The Burke/Lonvig Model -  The Burke/Lonvig Model - by Irish psychologist, Sthephen Burke, and Danish artsist Asbjorn Lonvig
CRISES management and The Burke/Lonvig Model -  The Burke/Lonvig Model - by Irish psychologist, Sthephen Burke, and Danish artsist Asbjorn Lonvig
CRISES management and The Burke/Lonvig Model -  The Burke/Lonvig Model - by Irish psychologist, Sthephen Burke, and Danish artsist Asbjorn Lonvig