ABSTRACT
This conclusion presents some closing thoughts on the concepts covered in the preceding chapters of this book. The book focuses on the strong myth that organizations are rational units that can orchestrate and control development. It deals with the development of crisis communication as a research field. The book provides a clear trend in organizational research, focusing on the importance of accepting and understanding the importance of the random, and of improvisation. It shows that complexity and realize that it gives rise to paradoxes, which need to acknowledge and relate to. The book explains the rational man myth that Herbert Simon discussed at the end of the 1950s. It also peovides advice about how internal crisis communication should be handled during the actual crisis. The book summarizes a number of lessons that are relevant to the internal aspects of an organization’s crisis management.
