David Denyer is Professor of Organizational Change at Cranfield University, UKColin Pilbeam is Senior Research Fellow in Organization Studies at Cranfield University, UK

'This book focuses on an often forgotten phase of emergency management. I am pleased to see this gap being filled.'Caroline McMullan, Director of MSc Emergency Management, Dublin City University, Ireland

• Part I: The Context 1. What’s the Problem? Part II: Incident Analyses 2. Fatal Failures to Change?: The Case of Haringey Social Care 3. Mayland, Torrens and Mitcham 4. Fire and Rescue Services 5. Emergency Service Arrangements in the Aftermath of the 2009 Victorian Bushfires 6. How a Changing Virus Changed a Hospital Change Agenda Part III: Addressing the Problems 7. Who to Blame: Losing Sight of the Big Picture 8. The Successful Management of a Clostridium Difficile Outbreak 9. Rebuilding a Nuclear Reprocessing Site after a Serious Spillage 10. Instilling a Culture of Mindfulness Part IV: Solutions 11. Safety in High Security Mental Health 12. Management Development for Post-Crisis Processes 13. Approaches to Post-Crisis Change Appendix I: The Literatures of Change and Crisis Management Appendix II: Research Methods for Studying Extreme Events

David Denyer is Professor of Organizational Change at Cranfield University, UKColin Pilbeam is Senior Research Fellow in Organization Studies at Cranfield University, UK

'This book focuses on an often forgotten phase of emergency management. I am pleased to see this gap being filled.'Caroline McMullan, Director of MSc Emergency Management, Dublin City University, Ireland

• Part I: The Context 1. What’s the Problem? Part II: Incident Analyses 2. Fatal Failures to Change?: The Case of Haringey Social Care 3. Mayland, Torrens and Mitcham 4. Fire and Rescue Services 5. Emergency Service Arrangements in the Aftermath of the 2009 Victorian Bushfires 6. How a Changing Virus Changed a Hospital Change Agenda Part III: Addressing the Problems 7. Who to Blame: Losing Sight of the Big Picture 8. The Successful Management of a Clostridium Difficile Outbreak 9. Rebuilding a Nuclear Reprocessing Site after a Serious Spillage 10. Instilling a Culture of Mindfulness Part IV: Solutions 11. Safety in High Security Mental Health 12. Management Development for Post-Crisis Processes 13. Approaches to Post-Crisis Change Appendix I: The Literatures of Change and Crisis Management Appendix II: Research Methods for Studying Extreme Events

David Denyer is Professor of Organizational Change at Cranfield University, UKColin Pilbeam is Senior Research Fellow in Organization Studies at Cranfield University, UK

'This book focuses on an often forgotten phase of emergency management. I am pleased to see this gap being filled.'Caroline McMullan, Director of MSc Emergency Management, Dublin City University, Ireland

• Part I: The Context 1. What’s the Problem? Part II: Incident Analyses 2. Fatal Failures to Change?: The Case of Haringey Social Care 3. Mayland, Torrens and Mitcham 4. Fire and Rescue Services 5. Emergency Service Arrangements in the Aftermath of the 2009 Victorian Bushfires 6. How a Changing Virus Changed a Hospital Change Agenda Part III: Addressing the Problems 7. Who to Blame: Losing Sight of the Big Picture 8. The Successful Management of a Clostridium Difficile Outbreak 9. Rebuilding a Nuclear Reprocessing Site after a Serious Spillage 10. Instilling a Culture of Mindfulness Part IV: Solutions 11. Safety in High Security Mental Health 12. Management Development for Post-Crisis Processes 13. Approaches to Post-Crisis Change Appendix I: The Literatures of Change and Crisis Management Appendix II: Research Methods for Studying Extreme Events