Organisational Resilience following a Major Disaster | Mr. David G. Broadbent, Psychologist TransformationalSafety.Com

Organisational
Resilience following a
Major Disaster
Mr. David G. Broadbent
B.A.(Hons), M.A.P.S., F.A.I.M., F.I.S.Q.E.M.
Safety Psychologist
TransformationalSafety.Com

© TransformationalSafety.Com
Technical Session # 4A
Topic : Organisational Resilience following a Major Disaster
Organisational Resilience following a Major Disaster
• Types of of Major Disaster Scenarios
• Natural Types of Disasters
• Agricultural diseases & pests
• Damaging Winds
• Drought and water shortage
• Earthquakes
• Emergency diseases (pandemic
influenza)
• Extreme heat
• Floods and flash floods
• Hail
• Hurricanes and tropical storms
• Landslides & debris flow
• Thunderstorms and lighting
• Tornadoes
• Tsunamis
• Wildfire
• Winter and ice storms
• Sinkholes

• Types of of Major Disaster Scenarios
• Man-Made and Technological Types of Disasters
• Hazardous materials
• Power service disruption &
blackout
• Nuclear power plant and nuclear
blast
• Radiological emergencies
• Disease/s
• Chemical threat and biological
weapons
• Cyber attacks
• Explosion
• Fires
• Civil unrest

Organisational Resilience following a Major DisasterOrganisational Resilience following a Major Disaster

• Impacts of Major Disaster Scenarios - Individual
– Intrusive symptoms
– Persistently re-experiencing the event in
thoughts, images, recollections, daydreams, and/or nightmares
– Feeling upset, distressed and/or anxious in the presence of reminders of
the event
– Avoidance symptoms
– Avoiding places, thoughts, conversations and/or people associated with
the event
– Problems recalling some aspects of the event
– Losing interest in formerly enjoyable and important activities of life
– Feeling ―removed‖ from other people
– Feeling numb

• Impacts of Major Disaster Scenarios
– Arousal symptoms
– Being on the alert for danger
– Being jumpy and easily startled
– Experiencing sleep disturbances (such as not being able to get to
sleep, waking up often, or having vivid dreams or nightmares)
– Difficulty concentrating
– Irritability or angry outbursts

• Impacts of Major Disaster Scenarios - Organisational
– Rigidity of the organization when proposing change or a new direction.
– Broken connections, between for instance older employees and newer
employees that despite mutual willingness, can't be put back together again.
– No flow between different divisions of an organization or between the
organization and the outside world. It's difficult to have flow when there are
broken connections.
– The organization or the department appears to be standing still in time.
– Large groups of people in the organisation are focused on the past instead of
the future.
– High degree of staff turnover and exponential increase in people
management costs.
– Significant decline in operational integrity – increased risk of recurrence

• This cannot be allowed to continue!
• It is organisationally irresponsible!
• It is ethically irresponsible to expose our people to the ongoing
effects of Major Disasters!
• From every perspective we have an organisational responsibility
(both corporate and ethical) to mitigate loss and strive toward recovery
(both corporate and ethical).

• What is Resilience – and why does it matter
– Resilience is generally viewed as the ability to positively adapt
and/or ―bounce back‖ from adverse situations
– Staying positive when the going gets tough.
– Hamel and Valikangas (2003) capture this well:
Resilience is not about responding to a one time crisis... It’s
about continuously anticipating and adjusting... It is about
having the capacity for change before the need for change
becomes obvious
The Goal is an organization that is constantly making its
future rather than defending its past

• Do we really need to be concerned about this?
– The Black Swan
– Rare (outside the bounds of known likelihoods)
– Unpredictable (unable to anticipate)
– Severe (unprecedented impact)
– Event (good or bad)

• Just a few Black Swan Disasters?
– Challenger (7) / Columbia (7)
– Deepwater Horizon (11)
– Texas City (15)
– Chernobyl (>56)
– United 232 (108)
– Kansas City Hyatt (114)
– Piper Alpha (167)
– Herald of Free Enterprise (186)
– Tenerife (583)
– Bhopal (>2200)

• Resilience Engineering (RE)
– Resilience – the ability to adjust its functioning to sustain operations
during expected conditions and in the face of escalating demands,
disturbances, and unforeseen circumstances.
– Resilience Engineering – the tools that promote resilience:
anticipate, monitor, respond, learn‘
Erik Hollnagel
Editor: Resilience Engineering Perspectives Volume 1:
Remaining Sensitive to the Possibility of Failure

• The Resilience Engineering (RE) Hallmarks
– Anticipate – knowing what to expect;
long-term threats and opportunities
– Monitor – knowing what to look for;
near-term developments and threats (critical steps)
– Respond – knowing what to do;
capable of addressing expected and unexpected
conditions
– Learn – knowing what has happened (experience) and
what to change (improvement)

• High Reliability Operations(HRO)
• ―HROs are organisations that function effectively under
challenging multi hazard environments yet manage to get the
job done over sustained periods of time with minimal, if any,
negative event occurring. They are known for making ‗good‘
decisions that consistently result in safe and reliable
operations.‖
David G Broadbent
Director: TransformationoanlSafety.com
“Safety at the Sharp End”, Johannesburg, SOUTH AFRICA, 2012

• The High Reliability Operations (RE) Hallmarks
– Preoccupation with Failure
– When near-misses occur, these are viewed as evidence of systems that
should be improved to reduce the potential for accidents/disaster.
– Rather than viewing near-misses as proof that the system has effective
safeguards (a false belief), they are viewed as symptomatic of areas in
need of more attention.
– Reluctance to Simplify
– Simple processes are good, but simplistic explanations for why things
work or fail are risky. Avoiding overly simple explanations of failure
(unqualified staff, inadequate training, communication breakdown, etc.)
is essential in order to understand the true reasons why ―bad things
happen‖
– Sensitivity to Operations
– Preserving constant awareness by leaders and staff of the state of the
systems and processes that affect the integrity of the operaion/s. This
awareness is key to noting risks and preventing them.

• The High Reliability Operations (RE) Hallmarks
– Commitment to Resilience
– Leaders and all employees need to be effectively trained, and
prepared, to know how to respond when system failures do
occur.
– Deference to Expertise
– Leaders and supervisors, must be willing to listen and respond to
the insights of staff who know how processes really work.
– If this is lacking shall not be a culture in which high reliability is
possible.

• The Causes of
Tomorrows
Disasters Exist
Today!

• What are the advantages of combining RE & HRO to
achieve Organisational Resilience?
– RE emphasizes adapting – to maintain success.
– HRO emphasizes reliability – avoiding failure.
– Fundamentally, the only difference is PERSPECTIVE!
– Together they provide Exothermic Protection coupled with
unprecedented ability to maintain a high level of Resilience
following your Black Swan (Major Disaster)

• Things to REMEMBER?
– Performance conditions are always imperfect: resources and time are
finite, training and procedures are incomplete, and planning is approximate.
– The reliability of individual components or subsystems cannot always
effectively predict how they combine to create unique pathways to system
failure.
– Safety is what you do, not what you have (continuous adaptation to
changes and disruptions—it must be core business – not an add-on).
– People create safety within inherently imperfect systems.

• Things to DO?
– Make boundaries explicit, and build a ―preoccupation with failure.‖
– Give people coping skills (adaptive capacities) at boundaries.
– When introducing change,
1. avoid introduction of local factors that intensify volatility for the front-
line worker, (control) and
2. preserve local factors that support flexibility in off-normal conditions
(adaptability).
– Pay attention to:
1. avoiding human failures at critical steps, and
2. improving system health (removing the accumulation of latent
system weaknesses)
– Expand Human Error from a myopic operational focus to an organizational
focus.
– Monitor how you monitor system health and safety.

Organisational Resilience following a Major Disaster | Mr. David G. Broadbent, Psychologist TransformationalSafety.Com

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Organisational Resilience following a Major Disaster | Mr. David G. Broadbent, Psychologist TransformationalSafety.Com