Crisis Management


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Crisis Management

  1. 1. Crisis Management & Crisis Resource Management Unit 5 – Complex Health 26/02/2009 1
  2. 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. 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. 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. 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 - 26/02/2009 5
  6. 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. 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. 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. 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. 10. Case Study of the Jody F Millennium 26/02/2009 10
  11. 11. What are the crucial requirements to managing a crisis? 26/02/2009 11
  12. 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. 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. 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. 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. 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. 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