DETERMINISTISCHES CHAOS Niko Jelken Physik. Deterministisches Chaos Was ist Chaos ?
Crisis Management: Moving From Chaos To Control
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30 th ANNIVERSARY YEAR! Crisis Management: Moving From Chaos To Control Using experience based lessons learned to more effectively manage a crisis Presented by: Joe DesPlaines Business Continuity and Crisis Management Consultant
Transcript of Crisis Management: Moving From Chaos To Control
30th ANNIVERSARY YEAR!
Crisis Management:Moving From Chaos To Control
Using experience based lessons learned to more effectively manage a crisis
Presented by:Joe DesPlainesBusiness Continuity and Crisis Management Consultant
30th ANNIVERSARY YEAR!
Crisis Lessons Learned
Why do we have emergency response plans?
Because sometimes bad things happen…
30th ANNIVERSARY YEAR!
Crisis Lessons Learned
Bad things include:Manmade
Image and reputationPublic healthNatural
Technological
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Crisis Lessons Learned
In Crisis Management practice, few absolutes except:An effective Crisis Management program, that has
adequate funding and management support, will only be put in place when facing an impending crisis that will produce significant losses.
Every Crisis Is Different; If you’ve seen one crisis, you’ve seen one crisis.
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Crisis Lessons Learned
In Crisis Management practice, few absolutes except:If one department is threatened by a particular crisis,
all departments of that organization have the same threat and can benefit from sharing mitigation planning.
If an organization has a plan that has been trained and practiced, the organization can respond with urgency to a crisis and recover faster.
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Crisis Lessons Learned
12 lessons learned from real world events:Natural DisastersManmade Crises, including criminal actsTechnological Failure Public Health Crisis
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Crisis Lessons Learned
1. Transition from reactive emergency
response planning to proactive business continuity and crisis management
(BCCM) planning.
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Crisis Lessons LearnedOnly Four Choices For Risk Mitigation
Risk acceptance Risk avoidanceRisk transferRisk reduction
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2. Business Continuity and Crisis Management
Planning is all about redundancy
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Redundancy =backup for:Facilities/equipmentSystemsPeople
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3. Build organic resilience – the internal
ability to manage the crisis until external first responders arrive.
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Anticipate typical crisis reactions:Surprise
Exposure recognitionConfusionUrgency
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Boston Marathon, April 2013
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4. Plan for the most likely crises and
be careful about under or over planning
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Identify the most likely risks with the greatest potential impact
Risk = Probability x Impact
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Crisis Lessons Learned
The first step in the BCCM planning process is identifying the most likely risks and any current mitigation.
Cannot develop a plan until you know what you are planning for (anticipation), as well as organizational strengths and limitations.
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5. Understand Disaster Behavior
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Disaster behavior:20 % of survivors will take action20% of survivors will become paralyzed60% of survivors will wait for leadership
Disaster behavior can be influenced by planning and practice
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Crisis Lessons Learned
6. No substitute for evacuation, shelter-in-
place and lockdown rehearsal
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Crisis Lessons LearnedIn a crisis situation, the first instinct for people will almost always be to exit the facility the same way
they entered.
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Protective Action Choices:1. Run2. Hide3. Fight
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7. Avoid “magical thinking”
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Common magical thinking includes:Nothing serious will ever happen to us…
Been there, done that…
We are a really smart group and we’ll figure it out when it happens…
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8. When in doubt, respond!
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Respond:Generally people will remain calmThe majority of people in a crisis will look for
leadershipWhen the alarm sounds, it is an
immediate call to action
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Crisis Lessons Learned
9. A massive number
of inquiries will overwhelm internal
resources.
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10. The most important organizational asset
is employees!
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Protect human capital by:Committing that health and safety takes priority
over everything elseRehearsing the response to emergenciesHaving a system to account for employeesMaintaining regular communication during and
after the crisis
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11. Anticipate the next big threats
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Threat - Data Breach
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Threat - Social Media Attack:Foot-Long Sub is not a foot long!
Subway Response To 'Foot-long' Controversy: Name 'Not Intended To Be A Measurement Of Length’
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12. Hope for the best, prepare for the worst, and be prepared to be surprised!
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Hope but plan:No two crises are alikeRemember Murphy’s Law
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Crisis management planning has a process:AnticipateRespondManageRecoverEvaluate
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Questions?
Thank You!
Stay Safe!
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Crisis Lessons Learned
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