class: center, middle, title-slide .title[ # Aula 2 - O que é crise? ] .subtitle[ ## Gestão de Crises ] .author[ ### Leonardo Mancini ] .date[ ### 2024 ] --- # O que é crise? .center[ Momento especial de exposição, durante o qual a natureza e os valores da empresa estão em questão ] --- class: midlle, center <br><br><br> ![](https://provestuniformes.com.br/wp-content/uploads/sites/1436/2019/07/Mercedes-Benz-logo-2011-1920x1080.png?x77226) --- # Classe A e o ElkTest (1997) .center[ <img src="Aula-2---Conceitos_files/figure-html/unnamed-chunk-1-1.png" width="411" /> ] ??? http://www.autozine.org/Archive/Mercedes/classic/A_class.html http://europe.autonews.com/article/19971124/ANE/711240807/how-mercedes-managed-a-crisis http://www.teknikensvarld.se/ http://babybenzclub.blogspot.com.br/2010_09_01_archive.html Still, wearing a 3-pointed star at its nose, the A-class was easy to attract new buyers. It sold 1.1 million cars in 7 years, not bad considering that disastrous start. However, to say it was a great commercial success would be far from truth. Because the majority of its mechanical parts could not share with other (rear-drive) Mercedes series, the A-class did not achieve very good economy of scale. Mercedes tried to improve its profitability in the second generation by introducing a sister car, B-class. However, when the industry is talking about each platform has to produce in excess of 1 million cars a year, Stuttgart's new approach is still hopeless. A-class was not short of innovation. What it lacked was the right maker, ironically. If it were produced by a mainstream car maker, it could have been much cheaper to produce and achieved solid profits. --- # Classe A e o ElkTest (1997) .center[ ![:scale 40%](./imagens/revista_mercedes.jpg) ] --- ## As crises .pull-left[ <br> <small style="font-size:150%;"> - Tiram a legitimidade de autoridades e marcas - Derrubam as certezas e as crenças </small> ] .pull-right[ ![](https://images.cartoonstock.com/lowres_800/animals-dove-dove_of_peace-peace-wars-hawks-swa0241_low.jpg) ] --- # O que é crise? .center[ ![](./imagens/crise_disney.png) ] --- #O que é crise? .center[ ![:scale 50%](./imagens/crise_disney2.png) ] <small style="font-size:70%;"> >"Mattel, Walmart and Disney, the renowned toy companies, always claim they strictly comply with local laws and adhere to their respective code of conduct. The rampant violations at Sturdy Products, including excessive overtime, arbitrary wages, unfair punitive fines, child labour and negligence of occupational health, **prove that the pledges are empty statements. There is no effective enforcement mechanism and remedies for workers at all. (2011)"** ??? http://www.theguardian.com/law/2011/aug/27/disney-factory-sweatshop-suicide-claims --- # O que é crise? .center[ ![:scale 50%](./imagens/crise_disney3.png) ] <small style="font-size:70%;"> An undercover investigation into Chinese toy sweatshops in southern China’s Guangdong Province discovered 10 workers were crammed in small dorm rooms and in winter could not even have warm showers. “The situation has lasted for many decades. Tragically, not much has changed so far,” China Labour Watch said. **Inside the sweatshops, people are making Disney, Mattel, Fisher-Price and McDonalds brand toys.** </small> ??? http://www.news.com.au/finance/work/at-work/investigation-uncovers-squalid-conditions-in-chinese-toy-sweatshops/news-story/cbdc8886b807023c7480c760a8bbfb66 --- class: inverse # O que é crise? <iframe width="1785" height="400" src="https://www.youtube.com/embed/e9ZktmrGGMU" title="JUST DO IT! Human trafficking in Nike's sweatshop factory in Malaysia" frameborder="0" allow="accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture; web-share" allowfullscreen></iframe> ??? https://www.youtube.com/watch?v=e9ZktmrGGMU --- # .pull-left[ ## <center>Crises</center> <br> - Incide sobre um questionamento fundamental de um problema (real ou percebido como real); - Perda de confiança; - Esforços devem ser focados no restabelecimento da confiança e na busca de um consenso. ] .pull-right[ ## <center> Situações de emergência </center> - Ataques às conseqüências dos problemas; - Ramificação do incidente ou da extensão dos problemas; - Repercussões complexas possíveis sobre as instituições públicas (risco de crise); - Esforços devem ser concentrados na limitação de danos às pessoas, aos bens, ou ao meio-ambiente. ] --- class: inverse # Crise como processo <small style="font-size:150%;"> <br> .center[ “Crise é um processo que, a partir de um evento desestabilizador, expõe uma série de disfunções e vulnerabilidades inerentes ao desenvolvimento de uma organização” ] <small> .footnote[ [*] LIBAERT, Thierry. Prepare and Manage an Environmental Crisis. The Handbook of Crisis Communication, p. 451-458, 2022. ] --- # Ciclo da Ignorância Gerencial .center[ ![:scale 70%](./imagens/ignorancia.png) ] .footnote[ [*] Roux-Dufort, Christophe (2009). _The Devil Lies in Details! How Crises Build up Within Organizations._ ] --- # Conceitos importantes: - Terreno de crises - Evento desestabilizador .center[ <br> ![:scale 60%](https://i.cbc.ca/1.2712031.1475063528!/fileImage/httpImage/image.jpg_gen/derivatives/16x9_780/ukraine-crisis-airplane-osce.jpg) <br>*Avião da Malaisa Airlaines abatido na Ucrânia* ] ??? https://www.cbc.ca/news/world/mh17-investigation-results-1.3781890 --- # Constatações : - Toda empresa irá viver uma crise eventualmente - Toda crise carrega em si um potencial de sucesso e um potencial de fracasso > Similar to risk, some view **crisis as a turning point.** >According to Martinelli and Briggs (1998), **"A crisis can be seen as an opportunity to demonstrate the organization's commitment to responsible behavior and to outline the steps being taken to eliminate the problem" (p. 44)**. >Pearson and Clair (1998) built on this definition by noting that crises are highly ambiguous events that necessitate a decision or judgment **that will result in a change for better or for worse.**