Crisis Management

presentation by

Sheeraz Akhtar
Roll no 21
MS.c Criminology 3rd semester

 Abid Hafeez  Shazada Mohsion  Imdad-e-rabi ImdadMuhammad Imran M.Zeeshan

What is a crisis?
 In general?  For an organisation?  For government or bureaucracy?  For a private company?  In healthcare?  In drug safety? safety?

Key features of a Crisis

 Low probability  High impact  Uncertain/ambiguous causes and effects  Differential perceptions perceptions

High level threats:

 Safety  Health  Environment  National security

Specific threats to organisation:

 Operational viability  Reputation  Credibility  Financial stability  Legal action

Consequential effects:
 Uncertainty/ambiguity  Urgency of response  Strategic effects of decisions

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

Purpose of crisis management:

 Prevention  Survival  Successful outcomes

Successful outcomes:
 Positive balance of success/failure

Three criteria of success:

 Has organisational capacity been restored?  Have losses been minimised?  Have lessons been learned?

Crisis Management Model

Antecedent conditions

Intrinsic crisis

Perceived crisis

Immature crisis response Mature crisis management Review and Feedback

Existing conditions:
CrisisCrisis-prepared or crisis-prone? crisis-

Perceived crisis:
As seen by all individuals from particular viewpoints

Intrinsic crisis:
 Total situation as seen by neutral observer with all the facts

Crisis Management Model

Antecedent conditions

Intrinsic crisis

Perceived crisis

Immature crisis response Mature crisis management Review and Feedback

Immature crisis response:

Instant and irrational (denial/shock/panic)

Mature crisis management:

 Grasp of intrinsic crisis  Implementation of plans and procedures

Mature crisis management:

 Technical intelligence  Emotional intelligence

Review and feedback:

 Assessing success and failure  Feeding learning into future planning

Management objective:
y Ad hoc emergency reaction? OR y Building management capacity to handle unforeseen events?

End of Part 1

Part 2:

Planning for Crisis Management

Crisis Management Model

Crisis Management Planning Technical Intelligence

Antecedent conditions

Crisisprepared culture Emotional Intelligence

Intrinsic crisis

Perceived crisis Immature crisis response

Authorisation Procedures Crisis Management Implementation Integration of learning

Mature crisis management Review and Feedback

Gathering intelligence:
 Who?  What?  When?  How?

The first goal of crisis management is prevention

Intelligence:
 Continuous scanning (networks/media/ppub lic opinion, etc)  Outward focus  Collaboration  Positive relationships

Assess risks

Risk assessment is:

 Identification
define and describe

 Estimation
likelihood and consequences

 Evaluation
acceptability of risk

Risk management is:

 Planning  Resourcing  Monitoring  Controlling

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 crisis Publish plans and conduct training  Test, review and practise

End of Part 2

Part 3:

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 two-

Who matters and how will they be contacted?

            Ministers Officials Political parties Sponsors Voters International allies TaxTax-payers Manufacturers Politicians Health professionals Pharmacists Academics              Patients Shareholders StockStock-market Regulators Senior executives Experts Employees The public Customers Consumer and lobby groups Lawyers The media ?

Message Options [What?]

1) 2) 3) 4) 5) 6) 7) Full apology Corrective action Ingratiation Justification Excuse Denial Attack the attacker

What does the world want to see?

 Acceptance of responsibility  Willingness to take positive steps

Critical activities:
 Initial response  Lines to take

Initial response:
Tell the truth as it is known  Facts beyond question  Actions being taken  Acknowledgement of emotions/psychological needs

Lines to take:
 Essential responses planned  Each new authorised response is logged
Database Book Wallchart Message board

Question

Is there a specific risk to aged patients from the medicine in question ?

Is the medicine known by any other trade names?

Source / Date

Regional Health Authority Feature editor Daily secretary News by phone by phone 1/2/02 2/2/02 Patients over 65 and of Action to trace other frail health are considered trade marks is to be high risk urgently proceeding Professor Chang letter dated 2/2/02 Crisis team leader document dated 1/2/02

Line to take

Source / Date

Media demands [How?]

 Accuracy and simplicity  Statistics which are explained  Context of information  Comments from highest authority  Some controversial elements  Both sides of the issue  Speed, speed and speed

The ideal spokesperson:

 Polite and patient  Well-informed and authoritative Well Accurate and reliable  Articulate  Available  Trustworthy  Evidently committed to the process

and good luck!

(though luck has nothing to do with good crisis management!)