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Crisis Management
Crisis Management
Crisis Management
Crisis Management
Crisis Management
Crisis Management
Crisis Management
Crisis Management
Crisis Management
Crisis Management
Crisis Management
Crisis Management
Crisis Management
Crisis Management
Crisis Management
Crisis Management
Crisis Management
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Crisis Management

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  • 1. Crisis Management & Crisis Resource Management Unit 5 – Complex Health 26/02/2009 1
  • 2. Session Objectives  Understand the concepts of Crisis Resource Management (CRM)  Understand how the concepts of CRM could be applied to health situations  Determine the effects of crises 26/02/2009 2
  • 3. Crisis - definitions  A period of disequilibrium and decreased functioning as a result of an event or situation that creates a significant problem which cannot be resolved by using familiar coping strategies (Roberts, 2000)  Time of extreme trouble or danger (Collins English Dictionary) 26/02/2009 3
  • 4. An Emergency is not a Crisis...  Except on rare occasions.  An emergency is a situation in which immediate action is essential for the survival of the system. 26/02/2009 4
  • 5. Types of Crisis  Product: Bad press, recalls  Personnel: Labour conflict, racial/sexual suits  Financial: Sales failure, theft  Natural Disasters: Floods, earthquakes  Legal: Litigation, regulatory action  Violence: Terrorism, sabotage, kidnapping, workplace  Accidents: Employee, customer, executives (Alf Nucifora - http://www.nucifora.com/art_187.html 26/02/2009 5
  • 6. Recognise the Differences in Crisis Management & Crisis Resource Management Crisis Management. Crisis Resource  Teaches medical Management management of the crisis  Teaches administration e.g. Asthma, allergy, and team skills such as shock/bleeding. leadership, communication, calling for  Knowledge is used and help, being a good taught based on specific follower, using all needs of the crisis. resources.  Knowledge taught is independent of actual  Each speciality uses a crisis different simulated crisis  Multiple disciplines work and learns different together in a team aspects of management. structure. All members Roles are specific learn same skills irrespective of the underlying crisis 26/02/2009 6
  • 7. Crisis Resource Management – A National Crisis  How is National Crisis managed?  CIMS Management • Ministry of Health Emergency Management Plan • Case Study of the Jody F Millennium 26/02/2009 7
  • 8. National Health Emergency Management  Nurses need to become more aware of risks and plans  Ministry of Health - National Health Emergency Plan  4 Guiding Principles 1. Activating and co-ordinating a response 2. Managing service delivery 3. Setting up a safe and appropriate environment 4. Organisational management and structure ( National Health Emergency Plan 2005 pg 4-5) 26/02/2009 8
  • 9. After listening to the case study consider answers to the following questions  Identify the public health issues associated with a national emergency:  Jody F Millennium  Northland Floods 2007  Describe how people react in a crisis situation  How would a crisis affect you personally.  What are the direct and indirect effects to people  What do you need to know as a nurse to function effectively in a national emergency and manage the crisis situation effectively? 26/02/2009 9
  • 10. Case Study of the Jody F Millennium 26/02/2009 10
  • 11. What are the crucial requirements to managing a crisis? 26/02/2009 11
  • 12. Effects of a Crisis  Threat to fundamental instinctual needs or a sense of integrity; link to earlier threats & often reactivation of old, unresolved conflicts  Anxiety & tension increase, effective cognition functioning decrease, behavioural disorganisation follows 26/02/2009 12
  • 13. Remember .....Stress  Is tension  Tension is not necessarily disorganising to human systems  A degree of stress appears to be a prerequisite to growth and change 26/02/2009 13
  • 14. Personal Knowledge and Skills needed  Understand own strengths, weaknesses and triggers  Resources – personal & institutionally – reflection on practice days, EAP, clinical supervision, debriefing formal, informal, interdisciplinary support and skill dev. – SW, MHO, senior staff 26/02/2009 14
  • 15. Personal Knowledge and skills needed (cont)  Recognise ‘burnout’  Vicarious traumatization  Compassion fatigue  Secondary traumatization in the individual who works with people in crisis 26/02/2009 15
  • 16. In Conclusion....Become More Aware  Nurses need to be aware of the real risks not just day to day crisis but life changing crises.  Evaluation  Has the client/family/community returned to emotional equilibrium  Direct and indirect strategies  Identify unresolved conflicts 26/02/2009 16
  • 17. References  Bosseau Murray, MD., Henry,J.,Jackson L., Murray C., Lamoreaux R.B., (2002) Leadership training: A New Application of Crisis Resource Management and Distance Education in a Large Group Format at a medical Simulation. JEPM, 4(II).  Mariano, C. (2002). Crisis theory and intervention: a critical component of nursing intervention. Journal of the New York State Nurses Association. 33(1), 19 – 24.  Parad, H. (1971). Crisis intervention. In Morris R. (ed) Encyclopedia of Social Work, 16th edition. New York: National Association of Social Workers, pp 196-202.  Roberts, A. (2000). An overview of crisis theory and crisis intervention. In: Roberts, A. (ed.). Crisis Intervention handbook: Assessment, Treatment, Research. New York: Oxford university Press.  MOH website – Disaster management and National Health Emergency Plan 26/02/2009 17

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