Crisis Management Course-Slides

Crisis Management
3-Day Training Course

13 - 16 November 2016
Sultan Qaboos University

Muscat, Sultanate of Oman
www.certe.co.uk
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Course Version: 3.0

TABLE OF CONTENTS
Session One: What is Crisis and Disaster management ................................................................ 2
Session Two: Crisis Management Audit and Risk Level Analysis .................................................. 15
Session Three: Crisis Management Checklists............................................................................. 25
Session Four: Incident Management Techniques/Problem Solving .............................................. 35
Session Five: Working Through the Issues ................................................................................. 40
Session Six: The crisis management team.................................................................................. 47
Session Seven: Consulting an expert/ The emergency operations centre .................................... 54
Session Eight: Business Contnuity .............................................................................................. 56
Session Nine: Q and As. Course review. ..................................................................................... 61

Session One: Course Overview
Course Overview
Viable organisations need to be ready to manage crisis and deal with emergencies because
they are a fact of doing organisational work. For many organisations, the real question is not
knowing whether a crisis will strike one day, but when. And when that day arrives, will you
be prepared to confront the situation? Crisis happens quickly and unexpectedly and can
severely affect the productivity and profitability of an organisation, hence must be
contained as soon as possible. If crisis is well handled, organisation can find the opportunity
to grow and improve at the end of it.
Learning Objectives
By attending this course you will be able to:
 Assign people to an appropriate crisis team role

 Conduct a crisis audit
 Establish the means for business continuity
 Determine how to manage incidents
 Help teams recover from a crisis
 Apply the crisis management process
Personal Objectives
Crisis Management Course, 13 – 16 November 2016
Sultan Qaboos University, Sultanate of Oman
Crisis and Disaster Management

What is Crisis and Disaster management
1. 1
Agenda: Day One

Time Session No. Topic
8.30 – 10.15 Session 1. Course
introduction.
What is crisis
management
10.15 – 10.30 Break
10.30 – 12.15 Session 2. Crisis Audit /
Risk level
analysis
12.15- 12.45 Break and
prayer time
12.45 – 14.30 Session 3. Crisis
management
checklists
• Learning Objectives
• At the end of this 3 day workshop, you will be
able to:
• Assign people to an appropriate crisis team role
• Conduct a crisis audit
• Establish the means for business continuity
• Determine how to manage incidents
• Help your team recover from a crisis
• Apply the process in practical exercise
3
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• I was a Police officer for 30 years and a Crime scene / Fire

examiner for 20 years.
• I was the first UK police officer to be invited to attend by the

Bureau of Alcohol, Tobacco and Firearms[ATF] to an Advanced
fire investigation course held at the Federal Law Enforcement
training centre in Georgia in January 2003.
• I was also the first person from the UK to attend the Advanced
Explosives and Recovery Techniques course held by the ATF in
Fort A P Hill, Virginia. in August 2004.
•
4
• Afriqiyah Airways Flight

771. Tripoli. Libya.
• Germanwings Flight 9525.

Seynes les alpes. France
• Tunisia terrrorist incident.

Tunisia.
2016
• Flydubai Rostov on
Don, Russia.
• Emirates aircrash.
Dubai
• Eygptair
aircrash.Cairo. Eygpt
6
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• I Have been since

March 2008, a serving
Justice of the Peace,
[ Magistrate ] sitting
on the Teesside bench
in Middlesbrough,
Cleveland.
United Kingdom
• I deliver forensic and

Disaster management
training and
consultancy services
worldwide.
Crisis and Disaster

Management.
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3
Disaster and crisis management
Three elements are common to most

definitions of crisis:
(a)a threat to the organization,
(b) the element of surprise,
(c)a short decision time
10
11
crisis management
Dictionary Definition:
the process by which a business or other organization
deals with a sudden emergency situation.
12
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Crisis management often has two

very different meanings.
• The FIRST is • The SECOND is

focused on managing the
preventing a worse consequences when
crisis from the crisis could not
occurring. be contained and it
• It is focused on becomes the worst-
containing an event. case scenario.
13

• In many of the events I have been
involved in, the anger that the survivors
and families had was not that the event
occurred, but at the way the response
was managed.
• Their expectation was that since such
things (large loss of life events) could
and do occur, there should have been a
system in place to manage them.
14
Crisis management is the process by

which an organisation deals with a major
unpredictable event that threatens to
harm the organisation, its stakeholders,
or the general public .
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• A Major incident is any emergency that

requires the implementation of special
arrangements by one or all of the emergency
services and will generally include the
involvement, either directly or indirectly, of
large numbers of people.
16

• The rescue and
transportation of a large
number of casualties
and will involve the
large scale combined
resources of the police,
Fire Brigade and Civil
Defence/ Ambulance
Service and Government
agencies
17

• the mobilisation and
organisation of the
emergency services
and support services,
for example local
authority, to cater for
the threat of death,
serious injury or
homelessness to a large
number of people.
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• Acts of terrorism
including suspected
involvement of
chemical,
biological,
radiological and
nuclear devices are
subject to a specific
multi-agency
response supported
by Government.
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Questions that you should ask

your organisation.
• Do we have a crisis communications
plan.
• If not, why are we taking such a

massive risk?
• Have a vulnerability audit conducted

and crisis communications plan created
immediately.
20
Crisis Preparation
• Have a crisis management plan and

update it at least annually.
21
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Crisis Preparation
• Anticipate the Crises.
• Be proactive and prepare.
• Be aware that some situations are
preventable by modifying existing plans.
• Pre plan possible responses about best
cast/worst case scenario’s.
• Using the assessment above should lead
to a Crisis response plan that fits your
organisation.
22
Crisis Preparation
• Pre-draft select crisis management
messages including content for dark
web sites and templates for crisis
statements. Have the legal department
review and pre-approve these messages.
23
Crisis Preparation
• Who is responsible for communicating with
the media during a crisis?
• Designate a spokesperson.
• One person should answer all questions and
make all presentations to ensure that
information comes from one source.
• Anticipate the tough questions.
• Make a list of potential tough questions
and be ready to respond to them.
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Crisis Preparation
• Everyone in your organisation should
know the members of the crisis
communication and crisis management
teams.
• Be consistent by keeping spokespeople
informed of crisis events and key
message points.
25
Direction.
• clarity of purpose
comes from a
strategic aim and
supporting objectives
that are agreed,
understood and
sustained by all
involved.
• This will enable the
prioritisation and
focus of the
response and
recovery effort.
26
Integration.
• effective co-ordination should
be exercised between and
within organisations and levels
(i.e. local, regional and
national) in order to produce a
coherent, integrated effort.
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co-operation.
• flexibility and
effectiveness
depends on positive
engagement and
information sharing
between all agencies
and at all levels.
28
The credibility and reputation of organisations

is heavily influenced by the perception of
their responses during crisis situations .
Respond to a crisis in a timely fashion makes

for a challenge in businesses.
Must be open and consistent communication

throughout the hierarchy to contribute to a
successful crisis communication process.
29

Crisis management consists of:
• Methods used to respond to both the
reality and perception of crises
• Establishing metrics to define what
scenarios constitute a crisis and should
consequently trigger the necessary
response mechanisms.
• Communication that occurs within the
response phase of emergency management
scenarios
30
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Humanitarian Assistance
• People will have been effected.
• They will demand information.
• There will be a need for psycho-social support.
• OUTCOME
• Specialist support teams.
• Centralise your facilities.
• Have a system in place to manage incoming
data.
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Crisis Communications
• There will be intense media attention.

• Speculation in relation to the cause.
• Who is to blame.
• OUTCOME.
• Have a crisis communication plan.
• Trained spokesperson.
• Media call centre – associated scripts and data
management systems in place.
32
• Avoid the phrase “no comment” because

people think it means the organisation is
guilty and trying to hide something
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• Present information clearly by avoiding

jargon or technical terms.
• Lack of clarity makes people think the
organisation is purposefully being
confusing in order to hide something.
34
• Appear pleasant on camera by avoiding nervous

habits that people interpret as deception.
• A spokesperson needs to have strong eye
contact,limited disfluencies such as “uhms” or
“uhs”, and avoid distracting nervous gestures
such as fidgeting or pacing.
• Coombs (2007a) reports on research that
documents how people will be perceived as
deceptive if they lack eye contact, have a lot of
disfluencies, or display obvious nervous
gestures.
35
• Brief all potential spokespersons on the

latest crisis information and the key
message points the organization is
trying to convey to stakeholders.
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Public Inquiry and Information

Centres
• Thousands of inbound calls from
concerned families,
business’s and staff.
• Be consistent in what they
are told.
• Technological and logistical
overload.
• Outcome.
• Have a specialist call centre.
• Trained staff.
• System in place for managing the
data.
37
Investigations
• Investigating the cause.
• Organisation records could be sealed.
• Company staff are interviewed.
• There will be an increased intense external
and internal focus.
• OUTCOME.
• Internal investigation capability.
• Investigation plan.
• Legal support.
38
Insurance and Risk Management
• Financial, legal and criminal consequences.

• Cash shortages.
• Delays in insurance payments.
• Inadequate insurance cover.
• Lack of specialist advice.
• OUTCOME.
• Involve risk, legal and financial managers in
pre incident planning and training.
• Identify specialist legal support at the
earliest opportunity.
39
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Data Management
• An extreme amount of information to

organise and analyse.
• Requesting information from multiple
sources.
• Existing data systems inappropriate.
• OUTCOME.
• Understanding of crisis data management
at all levels.
• Information management plan.
• Dedicated crisis management plan.
40
Government and Community

Affairs.
• Multiple responding agencies.
• Potential lack of control .
• Internal speculation.
• Challenges to company leadership.
• Political and environmental pressure.
• OUTCOME.
• Inclusive and multi layered crisis
communications plan.
• Senior company staff to effect
government and community affairs.
41
Business Continuity
• Business Disruption
• Scheduled work is interrupted
• Legislated reports are delayed
• Multiple 'unaffected' clients become affected
• Revenues suffer and Market share is affected
• OUTCOME
• Plan not to just manage the crisis but to
manage the business as it enters a different
and unwanted phase.
• Asses the impact on the business of loss of key
personnel
42
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Crisis management audit and risk level analysis
2 43
Conducting the Crisis Audit

Why Audit? (I)
• We really want to focus on prevention

because we understand how much value
comes from preparing and preventing a crisis.
• It is impossible to plan for every event and to
create a perfect environment.

Why Audit? (II)
• In health and safety terms, we regularly

undertake hazard assessments in the
workplace.
• A crisis audit is no different.
• We review our environment and see what
threats exist, and which of those we can
minimize or eradicate.
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Case History.
46

Why Audit? (III)
• An audit makes financial sense, too.

• If we fix something before it breaks we need
fewer resources and money than we do to
react afterward.
• An ounce of prevention is worth a pound of
cure!

Why Audit? (IV)
360-Degree Audit
Documentation •Executi ve Audi t Online Audit
Audit •Empl oyee Audi t
•External Audi t
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Why Audit? (V)
Sample Audit Questions
• Tell me if you notice any threats to safety here at work.
How about threats to business continuity?
• If there was an emergency this evening, and you had to
report to work offsite tomorrow, do you know how to
work remotely?
• Can you perform your job without access to your
computer or usual machinery?
• Is there a place designated as an Emergency Operation
Center where work can be underway with minimum
delay? Have you been there to see if it meets your
needs?

Why Audit? (VI)
Sample Audit Questions ctd.

• Do you understand your role in an emergency situation?
• Have you been trained for that role?
• Do you have access to contact information for everyone
(internal and external)? How often is it updated?
• If your computer is unavailable, how will you access the
information that you need?
• What areas of vulnerability do you see that could lead to a
problem?
• Are confidential documents securely stored and shredded?

Why Audit? (VII)
Sample Audit Questions ctd.
• Is security for all remote access to computers and
equipment secure?
• Is garbage and recycling secured?
• Do people have highly secure passwords in place to
protect information on their computers and cell
phones?
• Do people walk away from their desks and leave their
desktop open?
• Can phone conversations or meetings be overheard?
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Using a Risk Matrix
Performing a Risk Level Analysis

The Four Categories (I)
Category 1 (Most Severe)

• Available data suggests high risk potential
• Risk has been demonstrated to be severe in
the past (high likelihood and high impact)
• Requires major organizational response
• Example: There is a hurricane alert for your
area. Damage has been devastating with this
type of storm in the past.

The Four Categories (II)
Category 2
• Available data suggests high risk potential
• Organization identifies crisis as low likelihood and
high impact, but organization should still be
prepared
• Requires major organizational response
• Example: There is a hurricane watch for your
area, although a storm has never struck your city
before.
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The Four Categories (III)
Category 3
• Available data is insufficient to determine risk potential
• Organization identifies crisis as low likelihood and high
impact
• Organization is concerned about the potential effects
of the crisis
• Requires moderate to major organizational response
• Example: A bomb threat is called in by an individual
who has made false threats before. Security measures
make it unlikely that what he says is true.

The Four Categories (IV)
Category 4 (Least Severe)
• Available data is insufficient to determine risk potential
• Organization identifies crisis as low likelihood and low
impact
• Report of risk may be unfounded
• Requires low to moderate organizational response
• Example: There is a rumor that the local telephone
company may go on strike.
1. Look for
the Hazard?
5 2 Decide
Review and
amend if
necessary
5 Steps to who Could
be harmed?
Risk
Assessment
3 Evaluate
4 Record the Risk of
and instigate being
Control harmed/
Measures further
precautions?
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Health and Safety issues in relation

to Disaster and crisis management
58
• The management
team can be faced
with a multitude of
hazards, they are not
only concerned with
the physical hazards
of a scene, but also
the chemical and
other toxic
substances present
at the scene.
59
• The CRISIS
management team must
follow safety principles
during the process and
they must also be
trained to recognise
and protect themselves
and others from the
hazards of the scene.
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• A Crisis incident can be a
dirty and hazardous job.
• All persons involved in

such activities should
minimise the risk to
themselves and others.
• If an incident cannot be
investigated without an
acceptable level of
safety to the people
involved, the scene
should remain
unexamined.
61
• ALL involved should

receive correct
training to provide
him/her with the
necessary knowledge
and tools for a long,
safe and healthy
career.
• Safety should be one

of the primary
concerns at every
crisis.
62
• The management
team should be
aware of the long
term effects of
repeated exposures
to toxins or even
one time exposure
to a toxin at a
harmful level.
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• The crisis
management team
must address the
health hazards of
a crisis/ Disaster
as well as the
physical/mental
hazards at each
incident to ensure
the safety of all
involved.
64
65
ROUTES OF EXPOSURE.
Inhalation.
Skin
contact.
Ingestion.
Injection.
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• Hazards can include….
– Animals/Dogs.
– Humans.
– Road Traffic.
– The location.
– Tripping hazards etc
67
Disaster and crisis

management
Definition:
An evaluation of all the probable hazards and risks
associated with carrying out an activity.
Risk avoidance:
We must try to eliminate or reduce the risk if the
task must be down
68
• Insecure environment
• Biological material
• Chemical
• Firearm
• Environmental factors
• Unsafe structure
• Other risks
– Personnel not trained in use of equipment
– No Suitable Personal Protective Equipment (PPE)
– Slips, Trips and Falls
– Electrical hazards
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The risk should be categorised into:
– How probable the incident is to occur
• Rare
• Unlikely
• Possible
• Probable
• Almost certain
– Most likely consequence

• Minimal (No injury)
• Minor
• Moderate
• Major
• Serious (Fatal or Permanent
Disability)
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• Poor attitude to the investigation.
• Working when suffering from
fatigue.
• Failure to note and heed danger
signs.
• Failure to perform a risk/hazard
assessment.
• Lack of proper training and
equipment.
• Poor care and use of equipment.
• Failure to follow standard
operating procedures.
• Relaxing too soon.
• “Gung ho” attitude.
71
Useful Websites
• Health and Safety Executive
– http://www.hse.gov.uk
• United Kingdom Accreditation Service
– http://www.ukas.com
• British Standards online
– http://www.bsonline.bsi-global.com
• COSHH Information
– http://www.hse.gov.uk/coshh/
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THANK YOU.
Questions. 73

Crisis management checklists
3 74

• A crisis will happen in the life of most
organisations.
• It’s not so much a matter of if but
when.
• Even if you think it will never occur,
taking time to prepare for a crisis is
your best defence.
75
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25
The credibility and reputation of

organisations is heavily influenced by the
perception of their responses during crisis
situations .
Respond to a crisis in a timely fashion makes

for a challenge in businesses.
Must be open and consistent communication

throughout the hierarchy to contribute to a
successful crisis communication process.
76

Crisis management consists of:
• Methods used to respond to both the
reality and perception of crises.
• Establishing parameters to define what
scenarios constitute a crisis and should
consequently trigger the necessary
response mechanisms.
• Communication that occurs within the
response phase of emergency management
scenarios
77
Be prepared.
• Organise a "what if" brainstorming session with others. Come up
with "what if" scenarios about potential crisis situations and write
a general procedure for responding to the "what if" crises.
• Select crisis management and crisis communication teams. Who is
responsible for communicating with the media during a crisis?
Everyone in your organization should know the members of the
crisis communication and crisis management teams.
• Identify key audiences. Determine to whom you want to
communicate.
• Designate a spokesperson. One person should answer all questions
and make all presentations to ensure that information comes from
one source.
• Anticipate the tough questions. Make a list of potential tough
questions and be ready to respond to them.
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IF YOU DO NOT HAVE A

CRISIS COMMUNICATIONS
PLAN.
79
Crisis checklist
• Why are you taking • Have a vulnerability
such a massive risk? audit conducted and
crisis
communications plan
created immediately
and actioned.
80
WE HAVE A CRISIS
COMMUNICATIONS PLAN.
81
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Crisis checklist
• Is it current, • If not, update
regularly updated immediately;
based on changes in contact lists should
the company, as well be updated at least
as by periodic twice annually, rest
brainstorming of plan at least
sessions regarding annually.
vulnerabilities?
82
Crisis checklist
• Was it prepared by • If not, have plan

someone who is as reviewed immediately
qualified in his or her field by qualified
as experienced specialty
group attorneys are in individual. A crisis
theirs? communications plan
“off the shelf” or
created by someone
not experienced in
this area is not likely
to suffice and could,
in fact, be dangerous
to the company’s
welfare.
83
Crisis checklist
• Do your crisis- • If not, consider
response messages that, in times of
deal with feelings, crisis, expressing
not just facts. reassurance and
concern, first and
foremost, will make
your audience more
receptive to
communication of
facts.
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Crisis checklist
• Does your crisis plan • It is not uncommon
consider the “ripple” for otherwise very
effect of crises that good crisis plans to
may affect other omit this type of
organizations or analysis, but this
possibility was
audiences first, but
dramatically
then affect you as a
demonstrated on
result? September 11, 2001.
Revisit your plan in
this context.
85
Crisis checklist
• Do you rehearse crisis • If not, note that
response? Do you most people either
compile and review the panic or are
"lessons learned" from immobilized by shock
such drills? Are lessons
learned compared to during real crises;
existing plans and are rehearsal improves
necessary revisions reaction speed and
made? Are revised plans appropriateness.
regularly "exercised" in Conduct regular
subsequent drills? “mock crisis” drills
to make sure the
system works.
86
Crisis checklists.
• Does your plan recognize • If you can’t set aside

and take into account time most or all of what you
pressures inherent in do day-to-day to
crisis response and make participate in crisis
the resources available to management, then
address time demands of establish a system, now,
crisis response. that will allow you to
either do that or assign
the primary crisis
management legal
responsibilities to
someone who can. This
is true for every role in
the crisis management
team – legal, comms,
etc.
87
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WE TRY TO PREVENT OR
MINIMIZE THE CHANCES OF
DAMAGE FROM FUTURE
CRISES, BOTH PREDICTABLE
AND UNEXPECTED.
88
Crisis checklist
• Are your in-house or • If not, note that
consulting PR staff having untrained
trained and/or personnel
experienced in crisis responsible for
prevention and critical tasks
response? results in
“accidents.” Get
them trained.
89
Crisis checklist
• Are your crisis-savvy • If not, note that damage

minimisation is VASTLY
PR staff and/or improved if they have a
consultants kept chance to consider the PR
implications of legal threats
informed of legal well in advance of any public
threats to the knowledge. Consider briefing
company as soon as at least one senior-level PR
rep as soon as threats
you know of them? appear.
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Crisis checklist
• Do we monitor social • If not, there are
media/the Internet many free and low-
for warning signs of cost tools available.
crises and are we • The time to build
pre-positioned to an online presence
use social media is before a crisis
quickly and occurs or else
effectively during a delays can result in
crisis. negative information
spreading widely,
unbalanced.
91
Crisis checklist
• Are the • If not, note that
appropriateness of every significant
legal decisions legal and operational
evaluated in terms of decision has a
marketing/PR impact potential impact, for
on all audiences better or worse, on
important to the your important
company? audiences. Consider
including senior-level
PR reps in your
deliberations before
finalizing your
decision.
92
Crisis checklist
• Do your crisis-savvy PR • If not, consider that a
staff and/or consultants document may look
get a chance to review perfect, legally, but you
legal documents regarding don’t realize that para 2,
sensitive matters that are on page 3, could easily
going into the public be taken out of context
record ? and misconstrued by the
media or general public.
Consider involving PR reps
in key document review;
sometimes a few changed
words can prevent a
crisis without changing
the legal picture at all.
93
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Crisis checklist
• Does the company • If not, consider a
conduct ongoing change in policy.
proactive community Every crisis, big or
relations and public small, will cause
relations to create a more damage if the
cushion of goodwill cushion of goodwill
that will soften the does not exist.
impact of crises •
when they happen?
94
Crisis checklist
• Do you fully assess, • Realise that
and appropriately disgruntled
respond to, the employees and loose
potential for crisis cannons are two of
inherent in loose the most common
cannons and sources of negative
disgruntled media coverage
employees? about a company.
95
Crisis checklist
• Do you know, with • If you think you
certainty, that know, with certainty,
managers at all levels how do you know?
of the company are Has it been
letting senior independently
management know verified either by
when there are the vulnerability
“situations” brewing audit process or
that could become confidential employee
crises? surveys? If not, your
vulnerability to being
blindsided is high.
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Crisis checklist
• Have managers at all • While spotting

levels been trained on certain types of
how to spot potential crises may be
crises well in advance? inherent in the
manager’s routine
training, spotting
others may not.
Review training to
ensure that managers
know how to spot
most or all types of
crises to which your
company is vulnerable
97
Crisis checklist
• Do you have a rumor- • Rumors cause
control system? immeasurable
damage amongst all
of a company’s key
audiences on a daily
basis even when
you’re not in crisis.
If you don’t have a
rumor-control
system, establish
one.
98
Crisis checklist
• Do your important • If not, note that
audiences, internally without a
and externally, find mechanism for easy
it easy to two-way
communicate with communication, your
you, to ask questions audiences will
and get them regard you as
answered? insensitive or
uncaring,
particularly during
crises.
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Actions.
• Are your various • If not, realize that

offices, operating in “silos”
departments, etc. will severely hinder
communicating all aspects of crisis
regularly about management.
potential crises, Institute formal
problem areas, and policies and
effective solutions? procedures to open
up communications.
100
ARE YOU AN OBSTACLE OR

A FACILITATOR? ASK
YOURSELF:
101
Actions.
• Can press releases • If not, remember

be approved in less that speed of
than 15 minutes, if response is critical
necessary? to crisis
communications; in
the absence of
communication,
rumor and innuendo
fill the gap.
102
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Crisis checklist
• Can you, or your • There should be a

backup, be reached 24-hour contact
24 hours a day? list for all
What about the rest individuals essential
of your crisis team? to crisis
management.
103
Crisis checklist
• Have you researched, • It is possible to

in advance, legal anticipate most, not
considerations all, crises that you
pertaining to crises may encounter and
that can already be create draft
anticipated? responses, in
advance, for each,
that are appropriate
from both a legal and
PR perspective. Do
your homework now,
pre-crisis.
104

Incident management techniques/problem solving
4 105
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Incident Management Techniques

Case Study (I)
Outside of the shop, twenty workers are enjoying some

fresh air and sunshine as part of their lunch break.
Suddenly, a scream erupts from one end of the yard
and flames are visible. As a small sports car speeds in
your general direction, you catch a glimpse of one of
the employees who is on fire!

Case Study (II)
Panic erupts: one worker turns to stare and gets

hit by the speeding car, his body hitting the
pavement with a sickening thump. Another
worker trips and falls as he tries to run to help.
No one has called for help and the scene is
deteriorating into chaos, while the first aid kit
hangs on the wall just inside the building which
houses highly flammable products.

Responding to Incidents (I)
• T: Take control of the situation

• A: Assess safety hazards
• K: Keep yourself safe
• E: Ensure others are safe
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Responding to Incidents (II)
• C: Call your local emergency number

• H: Help victims if you are trained and if it is safe
to do so
• A: Activate crisis management plans if
appropriate
• R: Reassess the scene for new safety hazards
• G: Get control of the scene
• E: Extract yourself

Documenting Incidents (I)
Incident Related Documentation
• Type of incident
• Date, time, and location of incident
• Employee’s personal information
• Employee’s work related information
• People on duty at time of incident and where they were
• Emergency response personnel
• Name of hospital that employee(s) was/were taken to
• Witnesses’ personal information and testimony
• Description of incident

Documenting Incidents (II)
Other Documents
• Training
• Safety manuals
• Policies
• Materials distributed to employees
• Minutes of crisis committee meetings
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Investigating Incidents (I)
• Purpose of a post-incident investigation:

Determine why the incident occurred and how
it can be prevented
• Many types of incident and accident
investigation techniques
• Get certification from a specialized
organization if you are going to be performing
incident investigations

Investigating Incidents (II)
Accident Investigation Kit
• Company’s safety policy • Handheld GPS
• Investigation procedure • Camera
• Insurance information • Extra batteries and film
• Graph and blank paper • Measuring tape
• Notebook • Tape recorder
• Appropriate forms • Flashlight
• Pens and pencils • Safety tape
• Calculator

Investigating Incidents (III)
Determine Identify Effective

Gather Data
Probable Cause Solutions
Assign Responsible
Communicate
Write Final Report Parties/Target
Results
Dates
Track Solutions Evaluate Solutions
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Developing a Response Process

Pre-Assignment Review
• Are these incidents a crisis?

• Who is affected?
• What could be done to lessen the
effect of any of these scenarios?

Crisis Response Process (I)
Step Two: Perform Step Three: Trigger the

Step One: Ensure Safety Basic Crisis Crisis Response Process
Management Steps (If Appropriate)

Crisis Response Process (II)
Remember: Stay Flexible!
• The shape this process will take depends on the
crisis.
• If an asteroid flies into your building, there’s no
time for the assessment team to sit down and
decide what to do.
• However, let’s say that one of your employees
receives a letter stating that the bank will be
bombed tomorrow. The risk assessment team
would have time to perform the full process.
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Problem solving exercise
• Read thru exercise .

5 119
Working through the Issues

Model Overview (I)
• Not everyone who ends up with a role in

managing a crisis wants the job.
• Taking action in a time of crisis can be
intimidating.
• We recommend that members of the team
understand how to approach issues with a
problem solving process.
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Model Overview (II)
As you work your way from problem to solution,
you are shifting your focus.
• When you define a problem, you ask yourself:
What is my problem?
• As you try to analyze the root causes you ask:
Why is it a problem?
• When you are generating options, you ask
yourself: What are some ways I can solve my
problem?

Model Overview (III)
The Problem Solving Model

Model Overview (IV)
Keeping an Open Mind
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41

Model Overview (V)
Solving Problems the “Right” Way

• Don’t let people try to convince you there is
one “right” or “best” way to solve problems.
• Many solutions are possible and some are
better than others.
• Your skill as a problem-solver depends on your
expertise with the tools and your knowledge
of how to use them.

Model Overview (VI)
Solving Problems the “Right” Way ctd.

• You know you don’t always solve problems step
by step.
• However, for many situations, having formal
steps to follow can help you create flexible,
workable solutions.
• In crisis management, using problem solving in a
formal way will help you to plan for issues before
they get out of control.

Phase One (I)
Purpose of the Perception Phase Steps in the Perception Phase

• To surface an issue. • Legitimize the problem.
• To make it okay to discuss it • Asking, “How does the
(legitimize). problem feel?” and,
• To air different points of “What’s the real problem?”
view. • Identifying the best, worst,
• To avoid perception wars. and most probable
situation.
• To get group agreement to
work on the problem. • Identifying whose problem
it is.
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Phase One (II)
Definition
• State the problem as a question.
• Steps in this phase include identifying:
– What is the problem?
– What is not the problem?

Phase One (III)
Analysis
• Ask basic questions
• Break it down into smaller pieces
• Use force field analysis (see next slide)
• Move from generalizations to examples
• Ask the expert

Phase One (IV)
Force Field Analysis Example
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Phase Two (I)
Brainstorming

Phase Two (III)
Research and Report

• Look at what others have done.
• Do some research and prepare a report.
• What lessons can you learn from this
information?

Phase Two (IV)
Evaluation
• Sort solutions by category.
• Identify the advantages and disadvantages to
each solution.
• Identify what you like about each idea and
what you don’t like.
• Number your ideas in order.
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44

Phase Two (V)
Decision Making
• Get a consensus from the group on the best solution.
• Don’t limit yourself to one option.
• Eliminate the solutions that the group as a whole
absolutely won’t consider.
• Try to focus on agreements during all voting.
• Use straw voting.
• Try negative voting.
• Back off!

Phase Three (I)
Planning
• What needs to be done?
• Who will do it?
• What resources will we need?
• How much time will it take?
Session Nine:
Phase Three (II)
Implementation
• Figuring out what you are going to do
• Doing it
• Reacting to what happened or getting
feedback
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Session Nine:
Types of Decisions (I)
• Autocratic decision
• Consultative decision
• Group decision

Types of Decisions (II)
Advice from Claude George

• Don't ignore it or cover it up.
• Accept that it is probably not the first or last poor
decision you will make.
• Learn from your mistakes.
• Decide what you should do now.
• You are responsible for the decision and for the
error. Prepare for and accept the consequences.

Types of Decisions (III)
Eight Ingredients for Good Decision Making
1. Focus on the most important things.
2. Don’t decide until you are ready.
3. Look for the positive results that can come from this decision.
4. Consider the negative outcomes.
5. Try to see how your decision will play out over time.
6. Turn big decisions into a series of little decisions.
7. Don’t feel you are locked into only one or two alternatives.
8. Get what you need to feel safe.
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The crisis management team
6 139
• A Crisis Management Team is formed to

protect an organisation against the adverse
effects of crisis. Crisis Management team
prepares an organization for inevitable
threats.
• Organisations form crisis management team
to decide on future course of action and
devise strategies to help organization come
out of difficult times as soon as possible
140
The crisis management team

• A small team of senior executives should
be identified to make up this team and
aware of their responsibilities within it.
• Ceo.
• Head of Public Relations Department.
• Head of Legal Department.
• Heads of other Departments.
• Independent consultants
• Subject Matter experts
141
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47
• Crisis Management team primarily

focuses on:
• Detecting the early signs of crisis.
• Identifying the problem areas
• Sit with employees face to face and
discuss on the identified areas of
concern
• Prepare crisis management plan which
works best during emergency situations
142
• Encourage the employees to face

problems with courage, determination
and smile.
• Motivate them not to lose hope and
deliver their level best.
• Help the organization come out of tough
times and also prepare it for the future.
143
• A Team Leader is appointed to take charge of the

situation immediately and encourage the employees to
work as a single unit.
• The first step is to understand the main areas of
concern during emergency situations.
• Crisis Management Team then works on the various
problems and shortcomings which led to crisis at the
workplace.
• The team members must understand where things
went wrong and how current processes can be
improved and made better for smooth functioning of
the organization.
144
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48
• It is important to prioritize the issues. Rank the

problems as per their effect on the employees as well
as the organization. Know which problems must be
resolved immediately and which all can be attended a
little later.
• A single brain cannot take all decisions alone. Crisis

Management Team should sit with rest of the
employees on a common platform, discuss prevailing
issues, take each other’s suggestions and reach to
plans acceptable to all.
145
• One of the major roles of the Crisis

management team is to stay in touch with
external clients as well as media. The team
must handle critical situations well.
• Develop alternate plans and strategies for
the tough times. Make sure you have accurate
information. Double check your information
before finalizing the plan.
146
• Implement the plans

immediately for results.
Proper feedback must be
taken from time to time.
• Crisis Management team

helps the organization to
take the right step at the
right time and help the
organization overcome
critical situations.
147
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• Leaders and
managers play an
extremely important
role during crisis.
• One should lead
from the front.
• Show confidence and
steadiness. Take
complete charge of
the situation.
148
Managers should have full control on

the employees.
• They should know what is happening around.
• Any issue neglected in the initial stage might
be a major concern later.
• Problems must be attended immediately.
• One should not ignore even minor issues or
wait for someone else to take the initiative.
• Any issue left unattended might lead to crisis
and major unrest later.
149
One should be alert at the workplace.
• A leader should be able to feel the early

signs of crisis and warn the employees
against the negative consequences of the
same.
• It is his/her duty to take precautionary
measures to avoid an emergency situation.
• A leader should be able to foresee crisis.
Such a stage is also called as Signal
Detection.
150
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Leaders must try their level

best to prevent crisis.
• Encourage effective communication at the
workplace. Let employees discuss issues amongst
themselves and come to the best possible
alternative to overcome crisis.
• Ask the employees not to panic at the time of
crisis.
• Encourage them to face the tough times with
courage, determination and smile. Make them
work as a single unit. It is the duty of the leader
to provide a sense of direction to the employees.
151
The leaders should interact with the

employees more often .
• Let them feel that you are there for
them.
• Impart necessary crisis management
training to the employees.
152
Planning is essential to avoid

emergency situations.
• Learn to take quick decisions.

• Make sure everyone at the workplace is well
informed about emergency situations.
153
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Identify the important processes and

systems which should keep functioning
• Develop alternate plans with correct and accurate information.

• Don’t let negativity creep in the organization.
• Motivate the employees to believe in themselves and the organization.
• It is essential to trust each other during such situations.
• Take strict action against those spreading rumours and trying to
tarnish organization’s image.
• Don’t avoid stakeholders, external parties and most importantly media.
Come out, meet them and explain the whole situation.
• Ignoring people makes things worse.
• Develop strong partnerships with external parties and ask for help.
• Never lose hope. Be a strong pillar of support for your team members.
They should be able to fall back on you.
154
Leaders should strive hard to come out

of tough times as soon as possible.
• Learn to take risks. Clarify the roles and

responsibilities of the individuals during this
time.
• Once the organization is out of crisis, it is
the leader’s duty to communicate the lessons
learnt so that employees do not commit same
mistakes again.
• Work hard and relive your organization’s
image.
• Adapt well to changes and new situations.
155
• Draft an organisational chart that identifies the

management and functional response specialist
(teams) that are needed to address those
consequences.
• For businesses that could suffer large scale loss of
life events, these should include: headquarters
crisis management team, deployable incident
management team, family assistance team, joint
family support operations team, hospital support
team, and non-traveling family support team, mental
(psych-social) health teams, crisis communications
team, investigation team, government / community
liaison teams, and fatality support teams.
156
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• Draft a set-up plan and equipment list to support

specific fixed and temporary facilities.
• These include the headquarters crisis management
centre, deployable incident response centre, family
call centre, deployable family assistance centre and
deployable joint media management office.
• This also includes drafting a plan for each
functional area.
• These plans should include simple equipment lists
and room diagrams, as well as simple instructions
for specialist or rarely used equipment.
157
• Draft job checklists.

• There should one for each position and
team, along with what resources ‒ personal
equipment, team equipment, and
contracted support ‒ are needed and how
to access those resources.
• Each team should have procedures and
equipment.
• They will often function independently, but
in a coordinated manner.
158
• There WILL be chaos in a company as staff become

aware of a crisis.
• Chaos is caused by the need to react to a sudden,
unexpected and unusual event; an event that has likely
caused injury or death in large numbers.
• There is great confusion in what has happened and who
is doing what.
• There is a lack of accurate information, a shortage of
resources, and an immediate need for direction and
response.
• There is also a threat to the reputation of the business
and individuals.
• These are the direct consequences of any major crisis.
159
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Consulting an exper t/ The emergency operations centre
7. 160
Agenda: Day three

Time Session No. Topic
8.30 – 10.15 Session 7. Consulting with
external experts .
Establishing an
Emergency
Operations Centre
10.15 – 10.30 Break
10.30 – 12.15 Session 8. Building business

continuity and
recovery
12.15- 12.45 Break and
prayer time
12.45 – 14.30 Session 9. Crisis management
checklists
Consulting with the Experts

In or Out? (I)
• Is there value for your company in involving

external consultants?
• Sometimes a company will not have the
budget for consultants.
• However, keep in mind that some issues are
better resolved and managed this way.
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Consulting with the Experts

In or Out? (II)
• One member of the threat assessment team

should be appointed spokesperson or liaison
to outside resources.
• In order for the consultants to provide the
best information, you should ensure that the
facts are correct and precise, and that only
facts are shared.
Establishing an emergency operations

centre.
• The Crisis management team will need a place
to work, on occasions can be off site.
• All documentation and announcements and
all information is available to the ops centre.
• Equipment is available and working.
164
• Activity and discussion.
165
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Business continuity.
8. 166
Building Business Continuity and

Recovery
Creating Continuity
• Determined what urgent and non-urgent
aspects of the business need to be restored
• Then will know what needs to be done first
• Review each major function of the business
Business Continuity
• Business Disruption
• Scheduled work is interrupted
• Legislated reports are delayed
• Multiple 'unaffected' clients become affected
• Revenues suffer and Market share is affected
• OUTCOME
• Plan not to just manage the crisis but to
manage the business as it enters a different
and unwanted phase.
• Asses the impact on the business of loss of key
personnel
168
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Building Business Continuity and

Recovery
Discuss - Essential Crisis Plan Elements
 The Book  Supplemental Teams
 Organization  Alternate Team Members
 Preamble  Procedures for Each
 Details Scenario
 Emergency Operations  Spokespeople
Center (EOC)  Stakeholders
 Members of the Crisis  Critical Incident Stress
Management Team Debriefing
 Job Descriptions  Event Debriefing
• Activity and Discussion.
170
A proactive process that identifies and prioritizes the critical

functions and the likely threats to those functions.
From this information, plans and procedures are developed through
a regular program of personnel training, plan testing, and
maintenance.
These management disciplines, processes, and techniques provide
business continuity for critical business functions under the
circumstances and limits set by senior management.
These circumstances and limits include:
 Defining worst-case scenarios used for business continuity
planning.
 Approving the funding and staffing of the company's BCP
Program.
171
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Phases of Continuity Planning
172 172
How will we maintain it?

• Create or update business continuity plans
• Maintain current emergency contact information that
is easily accessible
• Test Business Continuity Plans
• Assign key players to emergency response teams
• Establish alternate work arrangements
• Know the organization’s emergency management
procedures
• Save all work products to department’s shared server
• Store a disaster kit (Grab and Go) under the desk with
items needed during an emergency
173
Where Business Continuity Fits
Emergency
Disaster
Business Planning
Recovery
Continuity Focussed on
Focussed
Community
on ICT Focussed on Response
Service Delivery
Disaster Recovery Emergency Planning is

ensures you have back undertaken by local
up plans for your and central
organisation’s government alongside
computer and the emergency
telephony systems. services to ensure the
local community are
Business Continuity ensures you have plans assisted and
for your organisation that ensure you can supported during an
continue to offer a level of service to your emergency.
customers during an emergency and return
to full service as quickly as possible.
174
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The Business Continuity Lifecycle
• Understand your
organisation.
• Write your plan.
• Share your plan.
• Test your plan.
• Maintain your plan.
Source: The BCI Good Practice Guidelines
175
Key Steps to a BCP
Business Key
Risk Resource Incident
Impact
Assessment Requirements Information Management
Analysis
176
Completing a Business Impact

Analysis
To complete a Business Impact Analysis:
• Step 1 – identify the business activities of your organisation.
These may include:
- internal activities such as payroll and purchasing.
- external activities such as providing a service or selling a

product to a customer.
• This should be done at a level relevant to the structure and
complexity of your organisation.
177
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Analysis
• Step 2 – assess for each activity what the realistic timescale is
before there would be an impact if that activity could not be
performed.
• Assess the impact against prescribed timescales:
- within 24 hours
- between 1 and 3 days
- between 4 and 7 days
- more than 7 days
• Use timescales that are relevant to your organisation.
178

Analysis
• Step 3 – assess for each activity what the realistic impact is against
prescribed factors if that activity could not be performed.
• Consider the following factors:
- Reputation
- Internal
- External
- Financial
- Legal/Regulatory
179
Next Steps
To understand your organisation:
• Risks – what are the main threats that are likely to cause disruption to
you?
• Resources – if the worst happens what resources will be needed to
enable a short term response and full recovery?
• Key Information – if you have to respond who are the key people you
may need?
• Incident Management – if you have to respond who will do what?
180
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60
Next Steps
To consider for your plan:
• Format – small is good, use K.I.S.S approach.
• Roles – if you have to respond who does what?
• Invocation – who makes the decision?
• Distribution – who has copies and where are they kept?
• Testing – how do you make sure things work?
• Maintenance – who is responsible for upkeep of the plan?
181
• Activity and Discussion.
182

Q and As. Course review.
9. 183
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Course Review.
• Questions
184
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Crisis Management

3-Day Training Course

Sultan Qaboos University

Course Version: 3.0

Session One: What is Crisis and Disaster management ................................................................ 2

Session Three: Crisis Management Checklists............................................................................. 25

Session Four: Incident Management Techniques/Problem Solving .............................................. 35

Session Five: Working Through the Issues ................................................................................. 40

Session Six: The crisis management team.................................................................................. 47

Session Seven: Consulting an expert/ The emergency operations centre .................................... 54

Session Eight: Business Contnuity .............................................................................................. 56

Session Nine: Q and As. Course review. ..................................................................................... 61

By attending this course you will be able to:

 Assign people to an appropriate crisis team role

Crisis and Disaster Management

Agenda: Day One

• I was a Police officer for 30 years and a Crime scene / Fire

• I was the first UK police officer to be invited to attend by the

• Afriqiyah Airways Flight

• Germanwings Flight 9525.

• Tunisia terrrorist incident.

• I Have been since

• I deliver forensic and

Crisis and Disaster

Disaster and crisis management

Three elements are common to most

Crisis management often has two

• The FIRST is • The SECOND is

Disaster and crisis management

Disaster and crisis management

Crisis management is the process by

Disaster and crisis management

• A Major incident is any emergency that

Disaster and crisis management

Disaster and crisis management

Disaster and crisis management

Questions that you should ask

• If not, why are we taking such a

• Have a vulnerability audit conducted

• Have a crisis management plan and

Disaster and crisis management

The credibility and reputation of organisations

Respond to a crisis in a timely fashion makes

Must be open and consistent communication

Disaster and crisis management

• There will be intense media attention.

• Avoid the phrase “no comment” because

• Present information clearly by avoiding

• Appear pleasant on camera by avoiding nervous

• Brief all potential spokespersons on the

Public Inquiry and Information

Insurance and Risk Management

• Financial, legal and criminal consequences.

• An extreme amount of information to

Government and Community

Crisis and Disaster Management

Conducting the Crisis Audit

• We really want to focus on prevention

Conducting the Crisis Audit

• In health and safety terms, we regularly

Conducting the Crisis Audit

• An audit makes financial sense, too.

Conducting the Crisis Audit

Conducting the Crisis Audit