商品敘述：

When a bomb explodes in a train station in Boston, the executive team of a financial services firm across the street is plunged into crisis mode. No one is prepared for the city''s request to use the firm''s lobby as a triage center and temporary morgue. The CEO''s instinct is to say yes, but as his team debates the consequences--liability issues, the effect on traumatized employees--he realizes just how complicated a decision it is. Two experts comment on this fictional case study in R1003L and R1003Z. James J. Dunne III, senior managing principal at Sandler O''Neill + Partners, says that acting ethically is what saved his firm after 9/11. Leonard J. Marcus, founding codirector of the National Preparedness Leadership Initiative, advises the CEO to do what will help employees bounce back the quickest. This HBR Case Study includes both the case and the commentary. For teaching purposes, this reprint is also available in two other versions: case study-only, reprint R1003X, and commentary-only, R1003Z.

涵蓋領域：

Leadership;Disaster response and recovery

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