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Criss mangment Presentation Transcript

  • 1. IBM Global Technology ServicesCrisis Management;How will you REALLY react? Robin Gaddum, Practice Leader IBM Business Continuity & Resiliency Services Civil Protection 2007 Master Class | 5 December 2007 © Copyright IBM Corporation 2007
  • 2. IBM Global Technology ServicesWhat are we going to explore today? How do people respond in a disaster situation and why? What makes someone good at it? Do you know how you might respond and why? What might you do to help yourself and your organisation respond in a more favourable way? IBM Corporation2 Civil Protection 2007 Master Class | December 2007 © Copyright IBM Corporation 2007
  • 3. IBM Global Technology ServicesIBM’s Crisis Response Team has responded to over 70 major disastersincluding earthquakes, hurricanes, tsunami, volcanoes, floods and 9/11 IBM Corporation “The IBM Crisis Response Team played a key role in our recovery” XXXXXXXXXXXXXXXXXXXXXX3 Civil Protection 2007 Master Class | December 2007 © Copyright IBM Corporation 2007
  • 4. IBM Global Technology ServicesThere are plenty of lessons learned about handling disasters andthe same ones keep recurring…“Communications was a major issue. That was a complete surprise. The first challenge we had was that we could not find people because the cell phone systems came down.”“IBM provided support in areas that we never thought of and werent even in our contract. For example, more than 250 of our employees lost their homes and all their possessions. IBM provided access to trauma [counsellors]. They also helped us set up insurance and claims assistance for employees. It wasnt contractual. But we had a good working relationship with IBM before this happened, and this was an extension of that.” Tom Oreck, CEO of Oreck Corp. IBM Corporation in an interview for CIO Magazine “Cleaning Up After Katrina”, 15 March 20064 Civil Protection 2007 Master Class | December 2007 © Copyright IBM Corporation 2007
  • 5. IBM Global Technology ServicesWhat relevant experience do we have in the room today?What would you like to get out of this session? Armed forces / emergency services experience in the room? Members of your organisation’s crisis management team? Involvement in crisis management training and real events? Personal experience of a major disaster/incident (mass fatalities)? IBM Corporation Experience of a major disaster at home, e.g. house burnt down?5 Civil Protection 2007 Master Class | December 2007 © Copyright IBM Corporation 2007
  • 6. IBM Global Technology ServicesHere comes the science bit… IBM Corporation6 Civil Protection 2007 Master Class | December 2007 © Copyright IBM Corporation 2007
  • 7. IBM Global Technology ServicesDisaster Behaviour: The Panic Myth MYTH: The most common reaction of people caught up in disasters is to panic. REALITY: Research has shown that panic is not a common reaction to disasters. If panic does occur, three conditions appear to be required: - A perception of immediate danger - Apparently blocked escape routes - A feeling by the victim that he is isolated IBM CorporationSource: Dr Anne Eyre, Identifying People’s Needs in Major Emergencies andBest Practice in Humanitarian Response, DCMS, 20067 Civil Protection 2007 Master Class | December 2007 © Copyright IBM Corporation 2007
  • 8. IBM Global Technology ServicesThe Panic Myth Dispelled; Alexander Chadwick of Enfielddescribes being evacuated from a tube train on 7 July IBM Corporation Source: Alexander Chadwick, Enfield, commenting on BBC, July 20058 Civil Protection 2007 Master Class | December 2007 © Copyright IBM Corporation 2007
  • 9. IBM Global Technology ServicesDisaster Behaviour: The Victim Myth MYTH: Victims are likely to be hapless and powerless to help themselves. REALITY: Experience shows that many victims are in fact the first responders at a disaster site. Disaster accounts highlight that while some people may report feeling powerless, helpless and numb and may But what makes some people appear passive - dazed, frozen or stunned - others passive and will report and demonstrate action-oriented and others active in orderly behaviour focused on helping themselves their response? and others around them. IBM CorporationSource: Dr Anne Eyre, Identifying People’s Needs in Major Emergencies andBest Practice in Humanitarian Response, DCMS, 20069 Civil Protection 2007 Master Class | December 2007 © Copyright IBM Corporation 2007
  • 10. IBM Global Technology ServicesWhy do people respond differently under extreme stressconditions? Walter Cannon formulated the term "fight or flight" in 1929 Research has shown this paradigm is incomplete Four distinct fear responses: - "the freeze response"; - an attempt to flee; - an attempt to fight; - tonic immobility. IBM Corporation10 Civil Protection 2007 Master Class | December 2007 © Copyright IBM Corporation 2007
  • 11. IBM Global Technology ServicesFight, Flight or Freeze – where did the proof come from? The Tenerife collision took place on March 27, 1977, when two Boeing 747 airliners collided killing 583 people. The accident has the highest number of fatalities (excluding ground fatalities) of any single accident in aviation history. Source: Seconds From Disaster, National Geographic Channel, 2004-2007 Psychologist Daniel Johnson working on safety research for McDonnell Douglas discovered that the classic flight-or-flight paradigm was incomplete. IBM Corporation Source: Time, 16 May 2005, “How to Get Out Alive” by Amanda Ripley11 Civil Protection 2007 Master Class | December 2007 © Copyright IBM Corporation 2007
  • 12. IBM Global Technology ServicesBut sometimes instinctive actions can be dangerouslyinappropriate…William Morgan, who directs the exercise- psychology lab at the University of Wisconsin at Madison, has studied mysterious scuba accidents in which divers drowned with plenty of air in their tanks. IBM Corporation12 Civil Protection 2007 Master Class | December 2007 © Copyright IBM Corporation 2007
  • 13. IBM Global Technology ServicesThe World Trade Center example Preparedness - It was illegal to evacuate a NYC high rise in a drill - Fewer than half the survivors had ever entered the stairwells before - Thousands of people hadnt known they had to wind through confusing transfer hallways to get down - Only 45% of 445 Trade Center workers interviewed had known the buildings had three stairwells Emergency Response - In Tower 2, many followed fatally flawed directions to stay put - The people who made it out waited an average of 6 minutes before heading downstairs - At least 70% of survivors spoke with other people before trying to leave - Those who got out took about a minute to make it IBM Corporation down each floor - twice as long as engineering codes predicted13 Civil Protection 2007 Master Class | December 2007 © Copyright IBM Corporation 2007
  • 14. IBM Global Technology ServicesThe good news is that training helps; even mentally rehearsingyour actions in case of an emergency Using simulators for training - Cranfield aircraft cabin evacuation trials 1985/6 - Irish Air Corps helicopter ditch training - Pilot training - Power grid control room Those that mentally rehearse their emergency exit from an aircraft were proven more likely to get out alive IBM Corporation14 Civil Protection 2007 Master Class | December 2007 © Copyright IBM Corporation 2007
  • 15. IBM Global Technology ServicesAnd here’s how I summarise ‘the science bit’ into something morememorable and useful for you to look out for…The five ‘Deadly Ds’ of Disaster stress behaviour: Denied - “That can’t be right…” Deferred - “I can’t deal with this now!” Delegated - “My manager will tell me how to deal with it…” Deluded - “It’ll work itself out alright…” Fight, Dumbfounded - “…” (mental shutdown) Flight or IBM Corporation Freeze15 Civil Protection 2007 Master Class | December 2007 © Copyright IBM Corporation 2007
  • 16. IBM Global Technology ServicesSo what helps you better prepare to perform well under suchunexpected and stressful situations? Rehearse Crisis Management Team ‘Gold’ Clear roles and (Strategic) IT Business Unit 1 … responsibilities Level ‘Silver’ Recovery Recovery (Tactical) Crisis Level Manager Manager management ‘Bronze’ Network Department process and (Operational) Level Team A procedures Incident Response Platform Department Team Checklists and Team B prompts Application Department IBM Corporation Team C16 Civil Protection 2007 Master Class | December 2007 © Copyright IBM Corporation 2007
  • 17. IBM Global Technology ServicesCrisis Management and its regular testing is a recognisedcomponent of Business Continuity good practice guidanceExcerpt from FSA Business Continuity Good Practice Guide, November 2006 IBM Corporation17 Civil Protection 2007 Master Class | December 2007 © Copyright IBM Corporation 2007
  • 18. IBM Global Technology Services IBM has developed its own Crisis Management Team Maturity Model to express organisations’ risk and readiness Maturity Ad Hoc Emerging Developing Mature• No defined Structure • An initial membership • Roles and • Roles and• No Defined Procedures (often individual names responsibilities defined responsibilities in place• Intent is to get the “right” rather than roles) • Deputies identified and and provenpeople together if a crisis • Some supporting at least some practiced • Members and (most)happens and “deal” with it documentation (e.g. • Procedures and deputies and practiced contact list) supporting information • Procedures and • Not (successfully) current and tried in tests supporting information exercised • One or more exercises proven in tests/actual completed successfully crises • Regular, comprehensive exercises • At least one real crisis successfully handled IBM Corporation Risk 18 Civil Protection 2007 Master Class | December 2007 © Copyright IBM Corporation 2007
  • 19. IBM Global Technology ServicesThe type of exercise varies as the Crisis Management Teamprogresses through the maturity model Ad Hoc Emerging Developing Mature•Awareness raising•Simple scenario, • Focus on do weinternal focus have the right • Focus on how good roles/people? Do we are our procedures/ • Focus is on honing•Demonstrates the have the supporting supporting info? skills, covering moretype of activities a process/ information? major incidents,CMT performs, and Do we understand the •How resilient and refreshing knowledgethe issues they organisation prepared are the in light of currenttypically face imperatives team? threats IBM Corporation19 Civil Protection 2007 Master Class | December 2007 © Copyright IBM Corporation 2007
  • 20. IBM Global Technology ServicesBe aware of the crisis or incident information managementprocess SITUATION OBJECTIVE ACTIONS Where do Where are How do we we want we now? get there? to be? IBM Corporation20 Civil Protection 2007 Master Class | December 2007 © Copyright IBM Corporation 2007
  • 21. IBM Global Technology ServicesOrganise to manage the information flows for decision support inthe command centre IBM Corporation21 Civil Protection 2007 Master Class | December 2007 © Copyright IBM Corporation 2007
  • 22. IBM Global Technology ServicesCommunication and Collaboration are key elements of successfulcrisis management, particularly in a multi-agency response Emerging Google maps usage in Google search using Flood Map Radio communicating with the public Berkshire for more info. Or follow link Examples: www.bbc.co.uk/berkshire/content/articles/ 2007/07/26/flood_map_feedback_feature. - US New Orleans hurricane recovery shtml - BBC Radio Berkshire July 2007 flooding Can we enhance upon this to build something: - Low cost - Easy to learn/manage/operate - Available to all responding agencies / entities - That enhances response and recovery through better communication and collaboration amongst all stakeholders Not a substitute for GIS, which is still needed IBM Corporation Issues still to explore and overcome22 Civil Protection 2007 Master Class | December 2007 © Copyright IBM Corporation 2007
  • 23. IBM Global Technology ServicesHave you learnt anything today? Why do NCOs shout at recruits during training? Why do airline pilots do so much simulator training after qualification? Why does martial arts training involve so much repetition? Will you change your behaviour and make a habit of checking emergency procedures? What else can your organisation do to IBM Corporation enhance crisis management performance?23 Civil Protection 2007 Master Class | December 2007 © Copyright IBM Corporation 2007
  • 24. IBM Global Technology ServicesQuestions and discussion Robin Gaddum, IBM UK BCRS Practice Leader gaddumr@uk.ibm.com www.ibm.com/services/uk/ Civil Protection 2007 Master Class | 5 December 2007 © Copyright IBM Corporation 2007
  • 25. IBM Global Technology ServicesBackup SlidesAbout IBM Business Continuity & ResiliencyServices Robin Gaddum, IBM UK BCRS Practice Leader gaddumr@uk.ibm.com www.ibm.com/services/uk/ Civil Protection 2007 Master Class | 5 December 2007 © Copyright IBM Corporation 2007
  • 26. IBM Global Technology ServicesIBM BC&RS is one of the largest and most capable full-spectrumBusiness Continuity Providers in the world today - Over 150 recovery locations serving more than 50 countries - +3,000,000 ft2 facility space in Western Europe alone IBM Corporation - +29,000 work area positions in Western Europe alone - And growing…26 Civil Protection 2007 Master Class | December 2007 © Copyright IBM Corporation 2007
  • 27. IBM Global Technology Services24 recovery locations in the UKalone Consulting and Tools Workplaces for Critical Business IBM Corporation Datacenter facilities27 Civil Protection 2007 Master Class | December 2007 © Copyright IBM Corporation 2007
  • 28. IBM Global Technology ServicesIBM’s comprehensive set of services & solutions address themarket’s advancing continuity management & resiliency needs Global BCRS Portfolio Services Description Helps clients design, implement and manage Business Continuity effective enterprise wide continuity programs designed to keep critical business processes accessible virtually without interruption. Business Consulting and Tools Driven Provides objective, industry-specific input regarding Regulatory clients exposure to regulatory risk— so they can Compliance anticipate and respond competitively to changes in the regulatory landscape. Helps clients support virtually uninterrupted High Availability availability and integrity of their organization’s critical processes. Data Driven Provides clients with virtually uninterrupted Data Continuity availability and integrity of their organization’s critical Workplaces for Critical Business data Helps clients address common gaps in disaster Disaster Recovery planning and respond more effectively to disruptive events Event IBM Corporation Driven Helps clients prepare for and respond to emergency situations, offering support for employee assistance, Crisis Management crisis communications, and infrastructure repair and replacement. Datacenter facilities28 Civil Protection 2007 Master Class | December 2007 © Copyright IBM Corporation 2007