Abstract
After a crisis occurs, there is a moral imperative to learn from it in order to prevent it from happening again or to better cope with it should it recur. However, organizations are often reluctant to conduct a “lessons learned” review; or, when they do, they overlook the root causes of the crisis and how individuals and groups responded to it. This difficulty in learning lessons stems from the unique nature of major crises. It also stems from a desire to preserve the status quo , ensuring that the lessons of the crisis do not challenge the existing order.
