Principles and mechanisms of anti-crisis management in conditions of high uncertainty: institutional and sociocultural context[Принципы И Механизмы Антикризисного Управления В Условиях Высокой Неопределенности: Институциональный И Социокультурный Контекст]

Introduction. Modern conditions of socio-economic development are characterized by a high degree of uncertainty, increasing systemic risks and the effect of "cascading crises", when various threats loom and increase the destructive impact on each other. In such circumstances, traditional models of anti-crisis management, focused exclusively on one-time rehabilitation measures, are not effective enough, and therefore it is necessary to revise the methodological foundations and create integrated management solutions. Purpose. To develop a holistic model of anti-crisis management, observed institutional and socio-cultural mechanisms, ensuring the sustainable functioning of organizations in conditions of high uncertainty. Methods. The methodological basis of the study is represented by institutional and socio-cultural approaches that allow us to consider anti-crisis management as a system combining formal and informal elements. The methods of comparative analysis of domestic and foreign studies, structural and functional approach, elements of sociological crisis situation are used. The theoretical base is supplemented by the analysis of organizational stability and the concept of driving forces. Results. A comprehensive model of anti-crisis management has been developed, focused on the strategic core of the organization (mission, values, long-term goals). The institutional block of models includes a system of early understanding, scenario planning, regulatory framework, anti-crisis structures and financial and economic instruments. The socio-cultural block is based on the principles of value policy, trust, communicative openness, leadership and adaptive education, implemented through corporate culture, personnel involvement and development programs. Data synergy components are found at the operational level in the possibilities of flexible redistribution of resources and adaptive reconfiguration of management processes. Conclusions. The results of the study prove that stability in crisis conditions is ensured by the coordinated functioning of institutional and socio-cultural principles. The isolated application of each of these groups of tools increases the efficiency of management. The integration of formalized regulations and value-oriented practices creates conditions for strategic stability and organization, allows not only to minimize the negative consequences of the crisis, but also to form long-term competitive advantages.