Lubricating civic reconstruction : reducing losses due to inter-organisational friction

Considers the challenges involved in keeping institutions and organisations joined up, willing and able to act together in the aftermath of the 2010/2011 Canterbury earthquakes. Reviews the situation that gave rise to strained formal and other inter-organisational relationships. Looks at how organisational behaviour changed and how that led to looking at what people and their organisations have lost. Explores leaders' choices of how they engage with their people in working through what needs to be done with the effort and attention available. Illustrates a sequence that has been effective in helping leaders in community and commercial organisations to reflect on their experience, seek out the strengths they have to work on their most pressing shared issues and apply a triage process to the issues as they appear to better prepare for helping their people to keep going with the work that needs to be done. Source: National Library of New Zealand Te Puna Matauranga o Aotearoa, licensed by the Department of Internal Affairs for re-use under the Creative Commons Attribution 3.0 New Zealand Licence.