Crisis management for non crisis managers What is Crisis? Crisis Characteristics Crisis vs. incidents Risk to Crisis Crisis Typology Crisis management Operating During Crisis Strategic management and crisis

1. for non-crisis managers
Taha ABULAYNIN
Ethydco, Egypt, 2018

2. Agenda
• What is Crisis?
• Crisis Characteristics
• Crises vs. incidents
• Risk to Crisis
• Crisis Typology
• Crisis management
• Operating During Crisis
• Strategic management and crisis
• Examples on crisis management

3. it is no longer the question of
whether a major disaster will strike any
organization, but only a question of
when, how, what form it will take, and
who and how many will be affected
Mitroff, Shrivastava, and Udwadia (1987)
“
”

4. 1) A major occurrence with a potentially negative outcome
affecting an organization, company, or industry, as well as
publics, products, services or good name. It interrupts
normal business transactions and can sometimes threaten
the existence of the organization (Fearn-Banks 1996: 1)
2) is not necessarily a bad thing. It may be a radical change
for good as well as bad” (Friedman 2002: 5)
Definitions of Crisis

5. 3) an event that affects or has the potential to affect the whole
of an organization. Thus, if something affects only a small,
isolated part of an organization, it may not be a major crisis. In
order for a major crisis to occur, it must exact a major toll on
human lives, property, financial earnings, the reputation, and
the general health and wellbeing of an organization” (Mitroff &
Anagnos 2001: 34–35)
4) turning points in organizational life” (Register 1989: 38)
5) an incident that is unexpected, negative, and overwhelming
‫”ساحق‬ (Barton 2001: 2)
Definitions of Crisis

6. 6) a specific, unexpected and non-routine organizationally
based event or series of events which creates high levels of
uncertainty and threat or perceived threat to an
organization’s high priority goals” (Seeger, Sellnow, & Ulmer 1998: 233)
7) turning point for better or worse” (Fink 1986: 15) !
8) an event that is an unpredictable, major threat that can
have a negative effect on the organization, industry, or
stakeholders if handled improperly” (Coombs 1999: 2)
Definitions of Crisis

7. According to a BSI document "Principles of PAS
standardization" "The term PAS was originally an
acronym derived from "publicly available
specification"
BSI Group, UK standards body, Global certification company.
PAS 200:2011 defines a crisis as an “inherently abnormal, unstable
and complex situation that represents a threat to the strategic
objectives, reputation ‫معة‬ُ‫س‬ or existence of an organization.”
Publicly Available Specification (PAS) 200:2011 Crisis management. Guidance and good practice, recently published
by the British Standards Institution, is a practical guide to establishing good practice on crisis management.

8. Crisis Characteristics
Using the feedback on these past experiences, we have
retained the criteria proposed by Doctor General Crocq to
characterize crises (Crocq 2007):
• A break (disorder, disturbance),
• A bifurcation (transition period, decisive moment, choice),
• A threat (danger, severity),
• An important stake (large number, large scale),
• The urgency (surprise, miss time),
• A degraded, unordered situation (means shortage), and
• A difficulty, a psychological tension.
The validation of one or
more of these criteria is then
a sufficient condition to
qualify the event as a crisis
(to a certain level, of course).

9. “Crises are not synonymous ‫ترادف‬ُ‫م‬ with incidents, and it is argued
that their management presents special challenges that require
different approaches.”
Crises vs. incidents
PAS 200:2011 clarifies that “incidents are said
to have ‘structure’ because they are produced
by identifiable and assessable risks and
present themselves in fairly predictable ways.”
Furthermore, “as with the majority of risks
that concern business continuity
management (BCM) planning, even the most
challenging and serious incidents generally
lend themselves to preprepared responses.”

10. Risk to Crisis
Risk that is not identified, or at least
not identified with the scale and
intensity it presents, can produce a
crisis.
Crises may also be the product of
an unforeseen ‫رررررررررر‬‫ر‬ ‫مت‬ ‫ررررررررررا‬‫ر‬‫غي‬
combination of interdependent
risk. They develop in unpredictable
ways, and the response usually
requires genuinely creative, as
opposed to prepared, solutions.

11. crisis is reached when
the organization moves
beyond its abilities to
contain the task
demands of the ‘event’
and it escalates still
further beyond the
limits of contingency
plans
‫عندما‬‫تتجاوز‬‫المنظمة‬‫قدراتها‬
‫الحتواء‬‫و‬ ‫الحدث‬‫متطلبات‬‫المهمة‬
‫ال‬‫ت‬‫زال‬‫أبعد‬‫من‬‫حدود‬‫خطط‬
‫الطوارئ‬
1] Haris Hamidovic, 2012, An Introduction to Crisis Management, ISACA JOURNAL Volume 5

12. Crisis management vs. incident management
Because crises are not synonymous with incidents, PAS 200:2011
explains that crisis management is very different from incident
management: “[Crises] develop in unpredictable ways, and the
response usually requires genuinely creative, as opposed to
preprepared solutions.
Indeed, it is argued that preprepared solutions (of the sort designed
to deal with more predictable and structured incidents) are unlikely
to work in complex and ill-structured ‫سووءيكللة‬ crises. They may, in
fact, be counterproductive ‫علسكة‬ ‫نتائج‬ ‫كعطى‬ .”

13. Crisis Typology
Lerbinger categorized eight types of crises
1. Natural disaster
2. Technological crises
3. Confrontation ‫تحدي‬ ‫أو‬ ‫مواجهة‬
4. Malevolence ‫ضغكنة‬ ‫أو‬ ‫حقد‬
5. Organizational Misdeeds
6. Workplace Violence
7. Rumors
8. Terrorist attacks/man-made disasters

14. PAS 200:2011 suggests a crisis typology of sudden and
smoldering crises ‫كامن‬ .
Based on Source:
Due to the limitless types of crises, for better analysis, these can be divided
into two main categories: industrial and natural crises. “It is necessity to
make this distinction ‫التمككز‬ as natural crises are created by acts of nature,
whereas industrial crises are situations in which organized industrial
activities

15. Sudden crises “are characterized by their immediate onset. They tend to be
unanticipated and escalate very quickly, often as a result of a severe
triggering event or incident that may be out of the organization’s control,”
Smoldering crises are those for which the “common feature is that impact on
the organization and its stakeholders grows, sometimes undetected, over a
period of time, whilst indicators of potential crisis are possibly missed,
denied, ignored or misunderstood.”
It is generally accepted in the literature of crisis management that most crises
are of the smoldering type.
Q: Why crisis happens although that most crises are of the
smoldering type?

16. • Denial—Organizations deny that they might be
vulnerable to threats of imminent crisis and, thus, decide
that no measure is to be taken.
• Disavowal—Organizations recognize that a crisis will
affect the organization, but its impact is considered to be
too small to be taken into consideration; in other words,
the magnitude and importance of the crisis are
significantly diminished.
• Grandiosity—Organizations presume that “we are so
big and powerful that we will be protected from the
crisis.”
• Idealization—Organizations consider that crises do
not happen to good organizations, thus ignoring all
existing signals of crisis.
• Intellectualization—Organizations minimize the
probability of occurrence of a crisis.
• Compartmentalization—The organization believes that
if a crisis should affect the company, it will affect only
some departments.
•‫د‬‫ﻹﻧﻜﺎ‬‫ا‬-‫ﺗﻨﻔﻲ‬‫ا‬‫ﻟﻤﻨﻈﻤﺎ‬‫ت‬‫أ‬‫ﻧﻬﺎ‬‫ﻗﺪ‬‫ﺗﻜﻮ‬‫ن‬‫ﻋﺮﺿﺔ‬‫ﻟﻠﺘﻬﺪﻳﺪ‬
‫ﺑﺎﻷ‬‫ز‬‫ﻣﺔ‬‫ا‬‫ﻟﻮﺷﻴﻜﺔ‬،‫و‬‫ﺑﺎﻟﺘﺎﻟﻲ‬‫ﺗﻘﺮ‬‫ر‬‫ﻋﺪ‬‫م‬‫ا‬‫ﺗﺨﺎ‬‫ذ‬‫أي‬‫ﺗﺪ‬‫ا‬‫ﺑﻴﺮ‬.
•‫دلتنصل‬-‫على‬ ‫تؤثر‬ ‫سوف‬ ‫األزمة‬ ‫أن‬ ‫المنظمات‬ ‫تدرك‬
‫ف‬ ‫كؤخذ‬ ‫أن‬ ‫من‬ ‫أصغر‬ ‫كعتبر‬ ‫تأثكريا‬ ‫وللن‬ ، ‫المنظمة‬‫ي‬
‫وأيمكت‬ ‫األزمة‬ ‫حجم‬ ‫كتضاءل‬ ، ‫أخرى‬ ‫بعبارة‬ ‫؛‬ ‫االعتبار‬‫ها‬
‫لبكر‬ ‫بشلل‬.
•‫دلعظمة‬-‫أننا‬ ‫المنظمات‬ ‫تفترض‬"‫وقوكون‬ ‫لبكرون‬
‫األزمة‬ ‫من‬ ‫سنحمكهم‬ ‫أننا‬ ‫لدرجة‬."
•‫دلمثالية‬-‫تحدث‬ ‫ال‬ ‫األزمات‬ ‫أن‬ ‫المنظمات‬ ‫تعتبر‬
‫اإلشارات‬ ‫جمكع‬ ‫تتجايل‬ ‫وبالتالي‬ ، ‫الجكدة‬ ‫للمنظمات‬‫الحالكة‬
‫لألزمات‬.
•‫دلتنقيط‬-‫أزمة‬ ‫حدوث‬ ‫احتمال‬ ‫من‬ ‫المنظمات‬ ‫تقلل‬.
•‫دلتقسيم‬-‫ستؤ‬ ‫األزمة‬ ‫لانت‬ ‫إذا‬ ‫أنه‬ ‫المنظمة‬ ‫تعتقد‬‫على‬ ‫ثر‬
‫بعض‬ ‫على‬ ‫فقط‬ ‫فستؤثر‬ ، ‫الشرلة‬‫اإلدارات‬.

17. Conclusion:
It is all about

18. The process by which an organization deals with a major event that
threatens to harm the organization, its stakeholders, or the general
public.
The crisis management plan “is not a guide as to what to do next in a given
situation” but rather a framework in which good decisions can be taken.
Why?
As crisis management is about making major strategic decisions in abnormal,
unstable and complex situations, a lengthy and complicated manual of the sort
familiar to incident managers would be more of a hindrance ‫عائق‬than a help.
Crisis management

19. Crisis management cycle
Crisis management is a multiple-phase process, with the phases often paralleling, rather
than merely running sequentially, as implied by common cycle illustration.
A widely used 4-phases cycle defines the "Preparedness ‫اإلستعداد‬ ‫و‬ ‫,"التأيب‬ "Response",
"Mitigation ‫تسلكن‬ ‫أو‬ ‫تخفكف‬ " and "Recovery" phases. Within EU, the "Mitigation" phase is
often replaced by "Prevention".

20. ‫ر‬‫ر‬‫متطل‬‫را‬‫ر‬‫فك‬،‫ومن‬‫و‬‫كتض‬‫ودرة‬‫و‬‫الق‬‫وى‬‫و‬‫عل‬‫تح‬‫ول‬‫و‬‫لك‬
‫ووووف‬‫و‬‫المواق‬‫وووود‬‫و‬‫وتحدك‬‫ووووتراتكجكة‬‫و‬‫اإلس‬‫وووو‬‫و‬‫وتحدك‬‫د‬
‫الخكارات‬‫واتخاذ‬‫القرارات‬‫وتقككم‬‫أثريوا‬.‫لموا‬
‫ومن‬‫و‬‫كتض‬‫وايكم‬‫و‬‫المف‬‫وترلة‬‫و‬‫المش‬‫وي‬‫و‬‫الت‬‫ودعم‬‫و‬‫ت‬‫وام‬‫و‬‫نظ‬
‫إدارة‬‫األزمات‬.
‫رر‬‫ر‬‫متطل‬‫رر‬‫ر‬‫تنظيم‬‫وومل‬‫و‬‫كش‬‫وول‬‫و‬‫الهكال‬‫ووا‬‫و‬‫والعملك‬‫ت‬
‫ووة‬‫و‬‫الالزم‬‫ووة‬‫و‬‫لترجم‬‫وورارات‬‫و‬‫الق‬‫ووى‬‫و‬‫إل‬‫ووراءات‬‫و‬‫إج‬
‫ومراجعة‬‫تأثكريا‬
‫ر‬‫ر‬‫متطل‬‫راف‬‫ر‬‫ثق‬‫و‬‫و‬‫كعل‬‫وة‬‫و‬‫رغب‬‫ووظفكن‬‫و‬‫الم‬‫و‬‫و‬‫ف‬‫ي‬
‫مشارلة‬‫ودعم‬‫نواكا‬‫وسكاسات‬‫لبار‬‫المدك‬‫ركن‬
‫متطل‬‫جست‬ ‫ل‬،‫والذي‬‫كعل‬‫القدرة‬‫ع‬‫لوى‬
‫وووم‬‫و‬‫دع‬‫وووول‬‫و‬‫الحل‬‫ووون‬‫و‬‫م‬‫وووالل‬‫و‬‫خ‬‫وووق‬‫و‬‫تطبك‬‫ووووارد‬‫و‬‫الم‬
‫المناسووبة‬‫ووي‬‫و‬‫ف‬‫ووان‬‫و‬‫المل‬‫المناسووب‬،‫ووي‬‫و‬‫ف‬‫وو‬‫و‬‫الوق‬‫ت‬
‫المناسب‬
1) An intellectual requirement, which includes the ability to analyze
situations, set strategy, determine options, make decisions and evaluate
their impact. It also includes the shared concepts that underpin the
discipline of crisis management.
2) An organizational requirement, which includes the structures and
processes needed to translate decisions into action and review their
impact
3) A cultural requirement, which reflects the willingness of staff to share
and support the top managers’ intentions and policies
4) A logistic requirement, which reflects the ability to support solutions by
applying the right resources in the right place, at the right time
The four basic requirements of capability:
According to PAS 200:2011

21. Principles for Operating
During Crisis
Openness ‫–دلصادحة‬ What have you got to hide? At times, there is sensitive
and confidential information that should not or cannot be disclosed ‫لشف‬ُ‫ت‬
for legal reasons, but otherwise it’s better to appear helpful and
informative than silent and secretive.
Integrity ‫–دألمانرة‬ Honesty is the best policy; otherwise you can be sure
your sins will find you out! Consider the affects on everyone involved,
protect privacy, and show genuine care and concern. This isn’t just a story
or an event; for someone, this is ‫مدمر‬ and painful.
Accuracy – Check and double-check facts before going public. If you
make a mistake, point that out before it’s brought to your attention so
integrity will not be questioned.

22. Principles for Operating
During Crisis
Consistency ‫–دلتطراق‬ Once you learn what has occurred and what you can
disclose, share your story and stick to it. Nothing can hurt more than
changing your tune, facts, and information. Keeping a detailed record of
the information, designating one spokesperson, and distributing the same
statement to all your publics can help.
Flexibility – Be accommodating to the people—media, staff, inquirers—
who can actually help get the story you want told to specific target
audiences or the general public. Work with them—not against them. Be a
reliable source of appropriate information and manner.

23. Principles for Operating
During Crisis
Appearance – Be mindful of what you wear, how you speak, and how
you come across to others. Don’t appear defensive or afraid. Be
appropriate to the situation and appear confident, sincere, and helpful.
Also, don’t wear white or checkered clothing for television.
Fairness - Building relationships with key publics in times of peace will
help when crisis situations arise, but don’t play favorites during a crisis.
Don’t let your guard down or speak off the record to anyone. Treat all
inquiries equally and respond to each in a timely and professional manner.

24. Strategic management and crisis
The roles of strategic management are amplified during a crisis.
They may even include strategic repositioning of the organization as a whole, and for that
reason, crisis management is the domain of top management.
Organizational change is about making alterations to the organization’s purpose, culture,
structure and processes in response to seen or anticipated changes in the environment,
which can be especially significant during a crisis.
Strategic management of change is all about identifying and embedding in the
organization those changes that will ensure the long-term survival of the organization.

25. CASE STUDY

26. Examples of Successful Crisis
Management
Tylenol (Johnson and Johnson)
• In the fall of 1982, a murderer added 65 milligrams of cyanide to
some capsules on store shelves, killing seven people, including three
in one family.
• Johnson & Johnson recalled and destroyed 31 million capsules at a
cost of $100 million. The affable CEO, James Burke, appeared in
television ads and at news conferences informing consumers of the
company's actions. Tamper-resistant packaging was rapidly
introduced, and Tylenol sales swiftly bounced back to near pre-crisis
levels.
By: Mohamed Saad Fouad

27. Exxon Mobile
• On 24 March 1989, a tanker belonging to the Corporation ran aground in
Alaska. It spilled millions of gallons of crude oil into the waters off Valdez,
killing thousands of fish, fowl, and sea otters. Hundreds of miles of
coastline were polluted and salmon spawning runs disrupted; numerous
fishermen, especially Native Americans, lost their livelihoods.
• Exxon, did not react quickly in terms of dealing with the media and the
public; the CEO, did not become an active part of the public relations effort
and actually shunned ‫تجنب‬ public involvement; the company had neither a
communication plan nor a communication team in place to handle the
crisis.
Examples of unsuccessful Crisis
Management
By: Mohamed Saad Fouad

28. Thank youCrisis Management