crisis


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crisis

Pathol a sudden change, for better or worse, in the course of a disease

Crisis

 

a sharp turning point in the course of a disease that is accompanied by a drop in elevated body temperature and improvement in the patient’s condition.

A crisis usually occurs in acute-onset diseases with a rapid rise in temperature (croupous inflammation of the lungs, malaria, relapsing fever, and so forth). A crisis is associated with profuse sweating, marked weakness, and sometimes a temporary slowing of cardiac activity. A crisis is the opposite of a gradual subsidence of a pathological process and lowering in temperature called lysis. A crisis is to be distinguished from a pseudocrisis, in which there is only a temporary lowering of temperature and improvement in the patient’s condition. A critical drop in temperature may also occur as a result of removal of the suppurative focus from the patient’s body or administration of powerful antimicrobial agents.

crisis

[′krī·səs]
(medicine)
The turning point in the course of a disease.
(psychology)
The psychological events associated with a specific stage of life, as an identity crisis or developmental crisis.
References in periodicals archive ?
Finally, Lee said anything you can do beforehand to decrease the risk of scrambling for information when a crisis is under way will save a lot of headaches during an already stressful time.
H1: Crisis management has significant influence on customer purchase intention post-crisis.
In this study times refers to the difference between the first signals of product danger and the withdrawal from the market, time taken to react promptly to the crisis issues and quick response to inquiries is most vital.
There are many definitions used by scholars like the time period without the crisis, the year of the sale of the product and the utterance of its recall.
Crisis management is strategic in nature because it involves strategic processes, engaging top-level executives, and employing environmental scanning, firm evaluation, formulation, execution, and assessment as management reacts to the crisis (Augustine, 1995; Crandall, Parnell, & Spilan, 2015).
Approaching crisis management as a strategic process begins with a systematic, comprehensive analysis of firm internal strengths and weaknesses, and environmental opportunities and threats.
Dawar and Lei (2009) argued that the relevance of the issue that caused the crisis to the brand's key associations affects the effect of the crisis on brand evaluations.
Consumers' positive expectations that are based on their perceptions of corporate associations formed in a routine or noncrisis situation may be threatened by a corporate crisis closely related to the corporate associations.
While crisis communication is a burgeoning field, still a many questions remain to be answered about the effectiveness of crisis response strategies from different sources.
Most of the research focuses on how different crisis communication strategies through different communication channels affect people's intentions, but less work has done to explore how different crisis response strategies utilize by different sources can affect the reputation of an organization and secondary crisis communication.
(Roux-Dufort, 2000) described the crisis as "brutal ruptures, in which several actors are involved, that require immediate attention in a climate of great uncertainty about the course of events and the consequences of decisions".
(Pauchant, 1988) defines crisis as "an accumulation of probable events at a party or organization as a whole, which can interrupt the present and future operations of the company affecting individuals and communities at a physical level, psychological and / or existential."