About this Course

52,874 recent views
Shareable Certificate
Earn a Certificate upon completion
100% online
Start instantly and learn at your own schedule.
Flexible deadlines
Reset deadlines in accordance to your schedule.
Approx. 31 hours to complete
English
Shareable Certificate
Earn a Certificate upon completion
100% online
Start instantly and learn at your own schedule.
Flexible deadlines
Reset deadlines in accordance to your schedule.
Approx. 31 hours to complete
English

Offered by

Placeholder

University of Michigan

Syllabus - What you will learn from this course

Week
1

Week 1

7 hours to complete

Modules 1 & 2: Course Introduction and Our VUCA Environment Demands a Focus on Stakeholders

7 hours to complete
13 videos (Total 72 min), 15 readings, 5 quizzes
13 videos
COVID-19 and Implications in this Course4m
Deepwater Horizon: Setting the Stage6m
Perspective Matters and Informs Our Priorities!6m
Crisis Happens! It’s Not “if” but “when” 6m
Module 1 Summary4m
Module 2 Introduction. Who Are Your Stakeholders?4m
Crisis Threatens Stakeholder Value Propositions4m
Introducing JetBlue Airways’ Valentine’s Day Operational Crisis7m
JetBlue’s Attempt to Serve Stakeholder Interests Ahead of a Winter Storm7m
Stakeholder Engagement During a Crisis4m
“No News IS News” During a Crisis5m
Stakeholder Engagement During the COVID-19 Pandemic4m
15 readings
Help Us Learn More About You!5m
Welcome to High Stakes Leadership: Leading in Times of Crisis10m
The VUCA Environment10m
Crisis Definition and Expectation Management10m
Case Examples Where Perspective Matters15m
Course Organization, Objectives, Outcomes10m
Organizational Stakeholders and Value Propositions10m
JetBlue’s Attempt to Serve Stakeholder Interests During a Winter Storm: Introduction5m
JetBlue and the Customer Perspective5m
JetBlue and the Crewmember (a.k.a. Employee) Perspective5m
JetBlue and the Regulator Perspective5m
JetBlue and the Media Perspective10m
JetBlue and the Investor Perspective10m
JetBlue and the Competitor Perspective10m
Becoming THE Source of Facts During a Crisis – The Impact of Social Media5m
1 practice exercise
End of Module 2 Knowledge Validation30m
Week
2

Week 2

7 hours to complete

Modules 3 & 4: Developing Resilience and Understanding Stakeholder Reactions to Crises

7 hours to complete
14 videos (Total 72 min), 8 readings, 7 quizzes
14 videos
Organizational Resilience Capabilities Are Good For Business5m
Organizational Resilience Goal #1: Anticipating Crisis Through Stakeholder Engagement5m
Organizational Resilience Goal #2: Coping With Crisis Through Stakeholder Involvement6m
Organizational Resilience Goal #3: Developing Stronger Relationships With Stakeholders After a Crisis6m
Applying the Model to the COVID-19 Pandemic 4m
Resilience Increases When We Demonstrate Commitment to Our Stakeholders Before, During, and After a Crisis3m
Module 4 Introduction. Stakeholder Value Propositions Inform Their Reactions to Crisis5m
Trigger Events and the Precipitation of Crisis5m
Stakeholder Evaluation of Trigger Events6m
Stakeholder Responses to Crises and the Outcomes They Produce4m
Applying the Model to a JetBlue Operational Crisis7m
Predicting Stakeholder Reactions Can Help Us Craft Communication Plans4m
Summarizing the Value of Predicting Stakeholder Reactions to Crises3m
8 readings
A Model for Understanding Organizational Resilience5m
Key Factors for Organizational Resilience – The Anticipation Stage10m
Key Factors for Organizational Resilience – The Coping Stage5m
Key Factors for Organizational Resilience – The Adaptation Stage10m
A Model for Predicting Stakeholder Reactions to Crisis10m
Crises Are Rarely Rooted in Single, Spontaneous Causes5m
Case Study: Stakeholder Reactions to an Operational Disruption at JetBlue10m
The Proactive Development of Stakeholder Engagement Plans10m
2 practice exercises
End of Module 3 Knowledge Validation30m
End of Module 4 Knowledge Validation30m
Week
3

Week 3

7 hours to complete

Modules 5 & 6: Crisis Varieties, Responses, and the Unique Nature of the Crisis Environment

7 hours to complete
14 videos (Total 69 min), 11 readings, 9 quizzes
14 videos
Categorical Lists of Crisis Types3m
Summarizing the Benefits of a Categorical List4m
COVID-19 and Where it Might Appear on a Categorical List5m
Incorporating Additional Dimensions into a Crisis Typology 4m
Combining a Categorical List with Other Dimensions5m
Crafting Your Own Typology8m
Module 6 Introduction. The Crisis Environment Presents Unique Challenges for Leaders4m
Observations and Lessons from the COVID-19 Pandemic6m
Complex Systems Make Threat Identification Difficult5m
The Need for Urgent Decision-Making with Limited Information6m
The Demand for Effective Communication to Multiple Audiences3m
The Importance of Acknowledging Individual Vulnerability5m
Being a Crisis Leader Given the Unique Crisis Environment2m
11 readings
Nine Types of Business Crisis5m
PwC’s Crisis Categories5m
A PR Perspective on Crisis Categories5m
Ten Categories of Political Risk5m
Examples of Multi-Dimensional Typologies15m
Module 5 Summary10m
Crises are Typically the Result of Multiple Contributing Factors5m
The Complexity of Your Business5m
Urgency Versus the Tendency to Wait for the Facts5m
Revisiting Stakeholder Perspectives and Value Propositions5m
Leadership Forged In Crisis – Ultimately, We’re Humans Providing Leadership10m
1 practice exercise
End of Module 6 Knowledge Validation30m
Week
4

Week 4

10 hours to complete

Modules 7 & 8: Crisis Leadership and Preparing for Future Crises

10 hours to complete
17 videos (Total 98 min), 7 readings, 12 quizzes
17 videos
Considerations for Acting on These Eight Roles5m
The Eight Roles and Their Validity During the COVID-19 Pandemic8m
Crisis Leadership Through a Be, Know, Do Lens8m
Being a Crisis Leader6m
Crisis Leaders Must Know: Vision, Values, and Guiding Principles6m
What Crisis Leaders Must Do6m
Leadership During Challenging Times5m
Summarizing Crisis Leadership3m
Module 8 Introduction. Preparing for the Next Crisis3m
Airline Crisis Typologies in Action5m
Frameworks and Checklists: Organizing Your Crisis Response3m
Defining Roles and Responsibilities8m
Developing Pro-Active Crisis Response Strategies5m
Conducting a Tabletop Exercise as a Test of Readiness5m
Module Summary: Preparing for the Next Crisis3m
Course Conclusion6m
7 readings
Eight Roles Crisis Leaders Should Be Able to Assume10m
What Stakeholders Need a Crisis Leader to Be10m
What Stakeholders Need a Crisis Leader to Know10m
Introduction to Three Examples20m
Sample Crisis Management Checklists5m
Tabletop Exercise to Explore Crisis Readiness10m
Course Feedback5m
1 practice exercise
End of Module 8 Knowledge Validation30m

Reviews

TOP REVIEWS FROM HIGH STAKES LEADERSHIP: LEADING IN TIMES OF CRISIS

View all reviews

Frequently Asked Questions

More questions? Visit the Learner Help Center.