Word: finks
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Dates: during 1980-1989
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...wall of lead" to stop incoming missiles. Combined with her 13.5-in. armor plate and 212,000 horsepower, the weapons give the Navy an asset that amounts to more than just a national historical treasure. "She can run with any task force we put together," says Captain George Fink, who oversaw the Missouri's modernization...
...total cost of $475 million, the Navy considers the addition of the Missouri to the fleet a bargain as well. Fink points out that you'd get little more than a frigate for the money today and adds that to duplicate her would be impossible. "You'd have to put back a piece of the American steel business and part of the armaments industry that don't exist anymore." Critics argue that Mighty Mo should have been allowed to disappear also. Some naval tacticians say she's almost as outdated as the empty gun emplacements that line the headlands around...
...skywalks in the Kansas City Hyatt Regency Hotel. But more and more firms are not waiting until calamity strikes to think about what they would do. Instead, they are developing detailed plans to cope with such crises as industrial accidents, product recalls and even terrorist attacks. Says Steven Fink, president of Los Angeles-based Lexicon Communications and author of the forthcoming book Crisis Management: Planning for the Inevitable: "Companies are beginning to realize that what happens to a Union Carbide can happen to them, whether they're big or small, publicly traded or privately held...
...element of surprise that is most unsettling to executives confronted by sudden catastrophe. Says Fink: "The savviest chief executive in the world often falls victim to a kind of paralysis when a crisis strikes." Any kind of conditioning may thus be comforting in a crunch. Says Jean Lipman-Blumen, a professor at California's Claremont Graduate School's Executive Management Program: "The worst part of a crisis is being unprepared. By removing the unexpected quality you are removing that which is most unnerving...
Company officials must next overcome a powerful impulse to run for cover from the press and the public. "Executives often bury their heads in the sand and refuse to communicate. But adopting a bunker mentality is always to their own detriment," says Fink. Moreover, he continues, "many companies go astray by lying." When that happens, the public loses faith in the firm, and its products, which may never be restored...