| Abstract: | A key task of crisis preparedness is to diagnose those crisis issues that could threaten an organization in the future. Existing models, however, have focused on diagnosing issues that are already apparent versus those that may occur in the future. As a result, we lack understanding of the processes involved in such diagnosis and the barriers that constrain this process. This paper describes envisioning, noticing, and interpretation as critical processes involved in diagnosing potential crises. It also suggests that during such diagnosis, top managers have a propensity to focus on particular types of crises and be blind to others. Implications for practice and future research are discussed. |
