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Crisis Management
Prepared By: Dr D Narmatha
Definition
• A crisis is defined as an event that by its
nature or its consequences:
– constitutes a threat to vital national interests
or to the essential needs of the population;
– prompts rapid decision making;
– demands coordination between different
departments and organisms
Key features of a Crisis
• Low probability
• High impact
• Uncertain/ambiguous causes and effects
Common features of a crisis:
• The situation materialises unexpectedly
• Decisions are required urgently
• Time is short
• Specific threats are identified
• Urgent demands for information are received
• There is sense of loss of control
• Pressures build over time
• Routine business become increasingly difficult
• Demands are made to identify someone to blame
• Outsiders take an unaccustomed interest
• Reputation suffers
• Communications are increasingly difficult to manage
Crisis Management
Crisis Management :
prevents a crisis from becoming a catastrophe.
 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.
A crisis is like a virus, the effects can be sudden
, insidious, infectious and extremely dangerous…
Problem characterization
Crisis management is a very complex and not easily
predictable process. The problem can be explicated in
three claims:
– Nobody knows when a crisis event will happen.
– The scenario of a crisis/emergency event can be
expected and prepared for but the real situation will
change it.
– 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.
Purpose of crisis management:
• Prevention
• Survival
• Successful outcomes
Three criteria of success:
• Has organisational capacity been restored?
• Have losses been minimised?
• Have lessons been learned?
Crisis Planning:
• Assess risks
• Produce plans
• Define roles and responsibilities
• Appoint crisis management team
• Draw up communication plan
• Produce contact and organisation chart
• Promote crisis-ready culture
• Publish plans and conduct training
• Test, review and practise
• Crisis is no time to find yourself on a learning
curve. Community measures and Emergency
procedures are essential;
• 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!
PRE-CRISIS ACTIONS AND
PREPARATIONS
• 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;
• It is very easy to underestimate the damage a
crisis can do and the costs it can have.
PRE-CRISIS ACTIONS AND
PREPARATIONS
Preparedness at Commission level:
• Emergency Procedures
• Staff awareness
• Network of experts for urgent meeting/advice
• Standard Commission Decisions (safeguard
clauses) ready in all official languages
PRE-CRISIS ACTIONS AND
PREPARATIONS
Pre-crisis actions and preparations
1. The crisis unfolds
2. After the crisis
3. In a Nutshell
THE CRISIS UNFOLDS
• Appointment of a press contact person who is always
available and ready to reply immediately
• Quick reaction in taking and repealing measures
• Dispatch of information in real time
• Consistency of information (everyone should have the
same story)
• Development of a detailed chronology
THE CRISIS UNFOLDS
• The services/officials concerned ought to show
flexibility and may have to stay late hours, work on
week-ends or report their vacations
• 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…)
• Risk assessors and risk managers must work in strict
co-operation!
THE CRISIS UNFOLDS
• Coordination between the Units and
Directorates concerned is essential, so as to
ensure that all the aspects of the crisis are
being tackled .
• Show sympathy for those affected by the crisis.
AFTER THE CRISIS
• Promote positive stories in the media
• Analyze the management of the crisis
• Update Emergency Procedures
IN A NUTSHELL
Be prepared
• Sooner or later you may also be involved in a
crises, which will involve a lot of extra work
• What is the most likely scenario for you/your
service? Are you ready for it?
• The crisis may be worse than you expected!
IN A NUTSHELL
Say the truth
• People and institutions do not like facing and
managing crisis. This may lead them into half-
truths, lies and evasions
• What is said to the media, other bodies needs
to be updated and consistent
IN A NUTSHELL
Be visible
• If the crisis is major, then Commissioner needs
to be at the site of the crisis quickly and to be
visible
• 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
Crisis Communications
Communication plan:
Core elements are:
• Identifying audiences (Who?)
• How communication is to take place (How?)
• What messages are to be communicated (What?)
The core process is:
• Active, two-way communication

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Narmatha.ppt

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