Crisis Management


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Crisis Management

  1. 1. Crisis Management Prepared By: Awni Adnan AL-arab Supervised By: Dr. Lo’ai Tawalbeh
  2. 2. <ul><li>Definition </li></ul><ul><li>A crisis is defined as an event that by its nature or its consequences: </li></ul><ul><ul><li>constitutes a threat to vital national interests or to the essential needs of the population; </li></ul></ul><ul><ul><li>prompts rapid decision making; </li></ul></ul><ul><ul><li>demands coordination between different departments and organisms </li></ul></ul>
  3. 3. Key features of a Crisis <ul><li>Low probability </li></ul><ul><li>High impact </li></ul><ul><li>Uncertain/ambiguous causes and effects </li></ul>
  4. 4. Common features of a crisis: <ul><li>The situation materialises unexpectedly </li></ul><ul><li>Decisions are required urgently </li></ul><ul><li>Time is short </li></ul><ul><li>Specific threats are identified </li></ul><ul><li>Urgent demands for information are received </li></ul><ul><li>There is sense of loss of control </li></ul><ul><li>Pressures build over time </li></ul><ul><li>Routine business become increasingly difficult </li></ul><ul><li>Demands are made to identify someone to blame </li></ul><ul><li>Outsiders take an unaccustomed interest </li></ul><ul><li>Reputation suffers </li></ul><ul><li>Communications are increasingly difficult to manage </li></ul>
  5. 5. Crisis Management <ul><li>Crisis Management : </li></ul><ul><li>prevents a crisis from becoming a catastrophe. </li></ul><ul><li>Crisis management can be defined as a system or methodology of solving crisis situations. We can be sure that the actual crisis situation will differ from our expectation. </li></ul>A crisis is like a virus, the effects can be sudden , insidious, infectious and extremely dangerous…
  6. 6. Problem characterization <ul><li>Crisis management is a very complex and not easily predictable process. The problem can be explicated in three claims : </li></ul><ul><ul><li>Nobody knows when a crisis event will happen. </li></ul></ul><ul><ul><li>The scenario of a crisis/emergency event can be expected and prepared for but the real situation will change it. </li></ul></ul><ul><ul><li>Our knowledge of a crisis/emergency event solution is developed step-by-step and hour-by-hour and its ”current version” has to be utilized continuously in the crisis event solution. </li></ul></ul>
  7. 7. Purpose of crisis management: <ul><li>Prevention </li></ul><ul><li>Survival </li></ul><ul><li>Successful outcomes </li></ul>
  8. 8. Three criteria of success: <ul><li>Has organisational capacity been restored? </li></ul><ul><li>Have losses been minimised? </li></ul><ul><li>Have lessons been learned? </li></ul>
  9. 9. Crisis Planning: <ul><li>Assess risks </li></ul><ul><li>Produce plans </li></ul><ul><li>Define roles and responsibilities </li></ul><ul><li>Appoint crisis management team </li></ul><ul><li>Draw up communication plan </li></ul><ul><li>Produce contact and organisation chart </li></ul><ul><li>Promote crisis-ready culture </li></ul><ul><li>Publish plans and conduct training </li></ul><ul><li>Test, review and practise </li></ul>
  10. 10. <ul><li>Crisis is no time to find yourself on a learning curve. Community measures and Emergency procedures are essential ; </li></ul><ul><li>Planning requires that crisis can occur at any time . Nine out of ten crisis occur when you are asleep, probably after a late night or at a week-end! </li></ul>PRE-CRISIS ACTIONS AND PREPARATIONS
  11. 11. <ul><li>Pre-crisis actions costs are often (but not always) a tiny fraction of the losses that are typically incurred by crisis for which there has been inadequate preparation; </li></ul><ul><li>It is very easy to underestimate the damage a crisis can do and the costs it can have. </li></ul>PRE-CRISIS ACTIONS AND PREPARATIONS
  12. 12. <ul><li>Preparedness at Commission level: </li></ul><ul><li>Emergency Procedures </li></ul><ul><li>Staff awareness </li></ul><ul><li>Network of experts for urgent meeting/advice </li></ul><ul><li>Standard Commission Decisions (safeguard clauses) ready in all official languages </li></ul>PRE-CRISIS ACTIONS AND PREPARATIONS
  13. 13. Pre-crisis actions and preparations <ul><li>The crisis unfolds </li></ul><ul><li>After the crisis </li></ul><ul><li>3. In a Nutshell </li></ul>
  14. 14. THE CRISIS UNFOLDS <ul><li>Appointment of a press contact person who is always available and ready to reply immediately </li></ul><ul><li>Quick reaction in taking and repealing measures </li></ul><ul><li>Dispatch of information in real time </li></ul><ul><li>Consistency of information (everyone should have the same story) </li></ul><ul><li>Development of a detailed chronology </li></ul>
  15. 15. THE CRISIS UNFOLDS <ul><li>The services/officials concerned ought to show flexibility and may have to stay late hours, work on week-ends or report their vacations </li></ul><ul><li>The work-plans and tasks should be re-organized so as to allow for an effective management of the crisis and all its side effects (letters, working groups…) </li></ul><ul><li>Risk assessors and risk managers must work in strict co-operation! </li></ul>
  16. 16. THE CRISIS UNFOLDS <ul><li>Coordination between the Units and Directorates concerned is essential, so as to ensure that all the aspects of the crisis are being tackled . </li></ul><ul><li>Show sympathy for those affected by the crisis. </li></ul>
  17. 17. AFTER THE CRISIS <ul><li>Promote positive stories in the media </li></ul><ul><li>Analyze the management of the crisis </li></ul><ul><li>Update Emergency Procedures </li></ul>
  18. 18. IN A NUTSHELL <ul><li>Be prepared </li></ul><ul><li>Sooner or later you may also be involved in a crises, which will involve a lot of extra work </li></ul><ul><li>What is the most likely scenario for you/your service? Are you ready for it? </li></ul><ul><li>The crisis may be worse than you expected! </li></ul>
  19. 19. IN A NUTSHELL <ul><li>Say the truth </li></ul><ul><li>People and institutions do not like facing and managing crisis. This may lead them into half-truths, lies and evasions </li></ul><ul><li>What is said to the media, other bodies needs to be updated and consistent </li></ul>
  20. 20. IN A NUTSHELL <ul><li>Be visible </li></ul><ul><li>If the crisis is major, then Commissioner needs to be at the site of the crisis quickly and to be visible </li></ul><ul><li>Failure to show sympathy will be punished by the media and by all members of the public and can destroy the reputation of the Commission </li></ul>
  21. 21. Crisis Communications
  22. 22. Communication plan: <ul><li>Core elements are: </li></ul><ul><li>Identifying audiences (Who?) </li></ul><ul><li>How communication is to take place (How?) </li></ul><ul><li>What messages are to be communicated (What?) </li></ul><ul><li>The core process is: </li></ul><ul><li>Active, two-way communication </li></ul>
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