How to Avoid Anxiety During Emergency Incidents


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Prepare for conditions that exacerbate stress during and immediately after incidents
Integrate best practices into emergency planning
Manage hyper-stress for emergency communication responders

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How to Avoid Anxiety During Emergency Incidents

  1. 1. How to Avoid Anxiety During Emergency Incidents Robert Chandler, Ph.D. Director of the Nicholson School, University of Central Florida Gaylene Kelly Sr. Director Product Management, Everbridge
  2. 2. About Everbridge g Everbridge provides leading interactive communication and mass notification solutions that increase connectivity with key audiences, automate communications processes, and improve the efficiency of daily operations. Locations North America: Los Angeles, Boston; Europe & Asia Business Focus On-demand delivery of incident communication and management solutions Delivery Scale Over 100 million+ messages per year Infrastructure Elastic infrastructure model supported by multiple top-tier data centers and d l operations centers, 100% redundancy d dual ti t d d Customers 1,000+ organizations; used in 106 countries, serving 30m+ individuals Download the Gartner Magic Quadrant Report: 2
  3. 3. AgendaAgenda gPart 1: Presentation • Prepare for conditions that exacerbate stress during and immediately after incidents • Integrate best p g practices into emergency p g y planning g • Manage hyper-stress for emergency communication respondersPart 2P t 2: Q&A Are you on Twitter? Follow us at @everbridge and tweet insights with your friends during the webinar using the hashtag #everbridge LinkedIn Member? Join our LinkedIn Everbridge Incident Management Professionals Group 3
  4. 4. Q&ANote:Presentation slides are available on our blogat Blog everbridge com Use the Q&A function to submit your b it questions. 4
  5. 5. Bracing for the 2010Hurricane Season Anxiety During How to Avoid Emergency Incidents Dr. Robert Chandler D R b t Ch dl University of Central Florida
  6. 6. Introduction Initial d I iti l and moderate l d t levels of physical l f h i l and psychological pressures of emergency situations can make incident management professionals more attentive, energized, motivated, and focused focused.
  7. 7. What is Hyper-Stress? Hyper- yp • Beyond certain optimal threshold levels, too much stress from emergency contexts can create dysfunctional physical and mental impacts • This is known as hyper-stress hyper-
  8. 8. Psychological Impact of Hyper-Stress Hyper- Most significant repercussions of hyper-stress include: hyper stress  Impact on cognitive capabilities  Impact on decision making
  9. 9. AgendaThis presentation will summarize:  The physical and psychological impacts of emergency and crisis contexts  Identify many of the hyper-stress induced diminished cognitive abilities  How incident management professionals can prepare for hyper-stress situations
  10. 10. Why Does This Happen:Responses to Stressors • Not everyone reacts to specific stressors in the same way • The most common physical effects of stress are the same in most people
  11. 11. Why Does This Happen:“Fight or Flight” Mechanism Fight Flight Basic hardwiring to deal with urgent emergency urgent, situations by either fighting or running away
  12. 12. Incident Management Professionals g In most instances, incident management professionals will have had the necessary training and preparation to manage communications related to emergency and non-emergency situations. situations
  13. 13. Incident Management Professionals/ Teams g However, even the most well trained and prepared professionals can succumb to anxiety during an incident and make mistakes. There are two stressful processes that may wear down even the most resilient and prepared professional or team: 1. 1 Persistent P i t t occupational stress ti l t 2. Extreme traumatic events
  14. 14. Persistent Occupational Stress p Occupational health research indicates that persistent occupational stress in an unresponsive, unsupportive environment erodes the wellbeing of professionals
  15. 15. Extreme Traumatic Events Emergencies and disasters may also become extreme traumatic events that challenge the coping resources of incident management professionals.
  16. 16. Recommendations: Plan for the Disaster Leverage incident notification best practices to prepare for or reduce stress before the disaster.
  17. 17. Planning for the Disaster – User Preparation • Prepare your team with what their roles will be during an incident • Conduct unscheduled drills to test incident tifi ti i id t notification strategies t t i • Plan for multi-message scenarios • Increase message deployment speed and improve response times
  18. 18. Planning for the Disaster – Scenarios • Conduct drills for multiple scenarios regularly l l • Simulate what would happen if the incident did occur • Ensure messages go out to the right audience in the right order • Track receipt/confirmation that message was received
  19. 19. Planning for the Disaster – Message Maps• Message Maps are a database of messages in predictable sequences (templates, sample wording, etc.)• Serve as a roadmap for communicating• Clear, concise messages created in advance of an incident that simplify complex concepts and improve communication during stressful chaos• Useful before, during and after and incident as well as for routine and on- going communication
  20. 20. Planning for the Disaster – Opt In g p• If the crisis took place now, would all the necessarily recipients ll th il i i t receive your message?• Execute regular Opt In programs to ensure your members, employees, citizens, constituents are in your notification system s system’s database
  21. 21. Planning for the Disaster – Testing g g• Test that notification system works• Test broadcast and message quality• Test quality of member database and deliverability• Test delivery times• Test confirmation• Test user knowledge to re-enforce previous training
  22. 22. Planning for the Disaster – Mobility• Ensure you can deliver a message at anytime, t anyone, f ti to from any location• Prepare for the off chance you can’t can t get to your organization’s physical building or computer• Mobile applications can deliver critical messages even under adverse network conditions
  23. 23. Incident Notification Gaylene Kelly Sr. Director Product Management Everbridge 23
  24. 24. It is no Longer If… It is When? g “2011 was costliest year in world disasters” USA Today January 2012 Today, 24
  25. 25. The Everbridge Platform g Aware SmartGIS Matrix Reach your organization Utilize visual Manage operational with intelligent intelligence to reach incidents with targeted communication and your community, in a communication incident i i ht i id t insight moment s moment’s notice A P P L I C AT I O N S • Elastic Infrastructure • Advanced Mobility ast c ast uctu e d a ced ob ty • Reporting & Analytics • Adaptive People & Resource Mapping • Enhanced Data Management P L AT F O R M 1,000+ Organizations 30M+ Individuals 100M+ Messages/Year Global Reach
  26. 26. Gartner names Everbridge a ‘Leader’ inEMNS Magic Quadrant Gartner highlights Everbridge strengths: • Easy-to-use interface for all skill levels Easy to use • Strong ability to serve multiple, key markets • Rigorous security and data center protocols • Advanced connectivity for mobile responders Download the Gartner Magic Quadrant Report: 26
  27. 27. Key Co po e ts for Co ey Components o Communication u cat oEnsuring an adequate system for alert, response, and disastermanagement should be the basis of every incident management plan plan. People Process Technology
  28. 28. System Preparation Crisis communications system resiliency, redundancy and capacity are key 28
  29. 29. s on the Person!Reaching Recipients g p • No single contact path is always reliable! • Survey, opt-in, or test to determine what your contacts use • Use a multimodal approach get the user on whatever device approach, • They are currently using • At their current location • Given the communications that are still runningg • Distinguish between Emergency and Non-Emergency Priorities
  30. 30. Target the Person g Communications modalities are evolving, evolving and so should you Target the Person, not the device 30
  31. 31. Plan, Execute, Test , , Have a plan, ensure you can execute on the plan, and test the plan (frequently) 31
  32. 32. Mobility Decreases Reliance on PhysicalBuildings and Computers 32
  33. 33. Note:Q&A Presentation slides are available on our blog at g g Use the Q&A function to submit your b it questions. 33
  34. 34. Contact Information & Free TrialThank you for joining us today! Reminder Everbridge Insights webinars qualify for Continuing Education Activity PointsDr. Robert Chandler (CEAPs) for DRII certifications. Visit to register your Item Number (Schedule II): 26.3 Activity Group: A 1 Point for each webinarTest Drive Everbridge Aware on Your Mobile Everbridge ResourcesDevice Risk Free for 14 days! 14-days! On-Demand Webinars:Register for the Free Trial Today! White papers, case studies and more g Follow us: @everbridge Linkedin