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The article guides executives and their staff on how to respond to and manage a potential crisis as it is evolving.

The article offers three sets of questions that executives can use to help them clarify what is happening and what the appropriate response should be in the event of a potential crisis.

Every crisis is a business problem before it is a communication problem. Effective crisis response pairs smart action with smart communication.

The more candidly we articulate the problem, the more likely we are to effectively address it.

Among the many valuable insights in this article are these three: (1) Trust is the consequence of fulfilled expectations. (2) Framing decisions in light of stakeholder expectations leads to smarter choices faster, and maintains stakeholder trust. (3) Effective crisis response begins with a timely demonstration of caring.

Although adverse events are less studied in the prehospital setting, the evidence is beginning to paint an alarming picture. Consequently, improvements in Emergency Medical Services (EMS) demand a paradigm shift regarding the way care is conceptualized. The chapter aims to (1) support the dialogue on near-misses and adverse events as a learning opportunity and (2) to provide insights on applications of multiteam systems (MTSs).

To offer discussion on near-misses and adverse events and knowledge on how MTSs are applicable to emergency medical care, we review and dissect a complex patient case.

Throughout this case discussion, we uncover seven pertinent issues specific to this particular MTS: (1) misunderstanding with number of patients and their locations, (2a) lack of context to build a mental model, (2b) no time or resources to think, (3) expertise-facilitated diagnosis, (4) lack of communication contributing to a medication error, (5) treatment plan selection, (6) extended time on scene, and (7) organizational culture impacting treatment plan decisions.

By dissecting a patient case within the prehospital setting, we can highlight the value in engaging in dialogue regarding near-misses and adverse events. Further, we can demonstrate the need to expand the focus from simply teams to MTSs.

Despite the prevalence of technology in health care, marketing research on social media in the birthspace is limited. The purpose of this paper is to explore how birthing women leverage social media for transformative well-being in the liminal context of birth.

A qualitative study of women who had recently experienced birth was undertaken. Thematic analysis of data from in-depth interviews reveals birthing women’s digital practices and social media capabilities for well-being in a liminal space.

Within the birthspace, women use social media and digital platforms in an effortful and goal-directed way for role transitions and transformation, curating self and other history, goal striving and normalizing experience. These digital practice styles facilitate consumer integration of the liminal digital birthspace and in situ service encounter enabling diverse value outcomes. Drawing on liminality and social presence theories, the authors interpret these practices as demonstrating three interactive liminal stages of suspending, comprehending and transforming. Multi-modality and rapid connection afforded by digital devices and social media platforms provide social presence (according to perceived immediacy and intimacy) enabling transformative well-being outcomes.

This study is unique, as it provides insights into the traditionally private health service experience of birth. Further, the authors extend the understanding of liminal spaces and use of digital technology, specifically for transformative outcomes, by proposing a framework of consumers’ digital practice styles for well-being in liminal spaces.

The substantial increase in non-communicable diseases (NCDs) is considered a major threat to developing countries. According to various international organizations and researchers, Kerala is reputed to have the best health system in India. However, many economists and health-care experts have discussed the risks embedded in the asymmetrical developmental pattern of the state, considering its high health-care and human development index and low economic growth. This study, a scoping review, aims to explore four major health economic issues related to the Kerala health system.

A systematic review of the literature was performed using PRISMA to facilitate selection, sampling and analysis. Qualitative data were collected for thematic content analysis.

Chronic diseases in a significant proportion of the population, low compliance with emergency medical systems, high health-care costs and poor health insurance coverage were observed in the Kerala community.

The present study was undertaken to determine the scope for future research on Kerala's health system. Based on the study findings, a structured health economic survey is being conducted and is scheduled to be completed by 2021. In addition, the scope for future research on Kerala's health system includes: (1) research on pathways to address root causes of NCDs in the state, (2) determine socio-economic and health system factors that shape health-seeking behavior of the Kerala community, (3) evaluation of regional differences in health system performance within the state, (4) causes of high out-of-pocket expenditure within the state.

Given the internationally recognized standard of Kerala's vital statistics and health system, this review paper highlights some of the challenges encountered to elicit future research that contributes to the continuous development of health systems in Kerala.

This article offers guidelines for effective crisis response.

Its thesis is: whether an organization survives a crisis with its reputation, operations, and financial condition intact is determined less by the severity of the crisis than by the timeliness and effectiveness of the response

Companies with effective crisis response saw their stock price recover quickly, and remain above their pre‐crisis price thereafter, closing an average of seven percent above their pre‐crisis price one year after the crisis.

Offers do and don't prescriptions for managing a crisis.

A consultant recognized as an authority in his field shares his experience in effective crisis management.

In the very able and striking address which he recently delivered before the Society of Arts, Sir WILLIAM PREECE insisted that commercial success—whether of a man, of a body of men, or of a nation—is referable to the working of distinct laws, the recognition and study of which may justly be said to constitute a “science of business.” In terms rendered the more severe by their dispassionate and moderate character, Sir WILLIAM referred to the lamentable ignorance displayed by the legislature, by the manufacturer, and by the general public, of what may bo regarded as the most elementary facts and methods upon which such a science must be based. He pointed to the loose and bungling character of our commercial legislation; to the lack of co‐operation and combination; to the nonexistence of a properly organised and effective consular service whereby full information could be supplied and the interests of British trade, both home and colonial, might be studied and advanced; and finally to the lethargy of British producers and manufacturers themselves, who allow foreign competitors to drive them out of even their own home markets without making an effort to discard the old‐fashioned and worn‐out methods which have given those competitors the advantage. Of late years the warning voice has been raised from time to time, but it has been as a voice crying in the wilderness. The remarkable speech delivered at the Guildhall by H.R.H. THE PRINCE OF WALES is fresh in the recollection of those who are not too drowsy or too indifferent to appreciate the vital nature and the magnitude of the evil. In 1891 Lord PLAYFAIR stated that if the Americans were right in principle in the management of some of their commercial concerns, “the whole policy of the United Kingdom was founded on a gigantic error, and must lead to our ruin as a commercial nation.” Sir WILLIAM PREECE is amply justified in attaching severe blame to the British manufacturer and producer. They have allowed “the Americans and the Germans to oust them out of their own markets, not by any superiority in the quality of their goods, but by lower prices, by superior knowledge of the demands of the markets, by the establishment of new markets, by better direct communication with foreign countries, by superior methods in business ways, by establishing regular intelligence departments, and, above all, by possessing and exercising superior commercial technical knowledge,” “and,” continued Sir.WILLIAM, “they must lay aside the commercial habits of their fathers.” With regard to food‐products, for instance, can it be truly said that any adequate steps are taken to secure any satisfactory and permanent improvement of the national food supply with respect to purity and good quality? Has anything been done, with governmental or legislative assistance, to make a systematic study of, and provide authoritative information upon such questions as the sources from which food stuffs are obtained, the adequacy or inadequacy of supplies, the true value of home‐produce and the advantages of utilising colonial products as far as possible? The answers to these questions can only be emphatically in the negative. There is no civilised country in the world in which the producer and vendor of adulterated, impoverished, and inferior articles of food can cany on their nefarious practices with more impunity, in certain respects, than in the United Kingdom, although, originally, we led the way in framing legislative enactments on these all‐important matters. At every port of entry today we might most appropriately set up the old waste‐land notice that “rubbish may be shot here.” As we offer all the necessary facilities, and as they are being taken advantage of more and more, wo might also freely advise that “rubbish should bo manufactured here” as well, What steps do British producers and manufacturers of articles of food take to move with the times, to set their houses in order, to protect themselves, and to enable the public to differentiate between the good and the bad? In the vast majority of instances the attitude they adopt is still one of unmasterly inactivity, except in the direction of unscientific and clumsy advertisement. On this they spend enormous sums without proportionate returns, and in following this course they constantly lay themselves open to condemnatory criticism by the publication of unauthorised and exaggerated statements which, in spit© of CARLYLE'S dictum “mostly fools,” are now merely received by the general public with a shrug of the shoulders. The time has come when, in order not only to develop their trade but in order to keep it, British manufacturers must give evidence of an independent and authoritative character to justify the faith that is presumably in them in recommending their goods to the public. Those who refuse to entertain new ideas and who are content to rest in a semi‐comatose condition on the achievements of the past,—relying merely on the possession of the hitherto reputable “name of the firm,”—by the operation of an inexorable law must inevitably drop out of the race.

Many small businesses don't have the time or money to think about crisis communications, but latterly, events in Ambridge and surrounding areas have shown that even the smallest family enterprise can become headline news. This chapter illustrates how to inexpensively plan for the unforeseeable, how to project calm in the face of an agricultural storm and how to clear up the mess (toxic or otherwise) afterwards. The presentation studies known business-based issues in Ambridge such as the Low Mead incident and touches on individual communications calamities like Brian Aldridge's enforced retirement. It will also cover potential reputation management issues, for instance, the heir to a local hotel empire is arrested for dealing Class B narcotics. The session will provide valuable insight to anyone with an interest in the news, local or national. In conclusion, with a small amount of planning, the business people of Ambridge can ensure that it doesn't have to be a literal case of closing the stable door after the horse has bolted.