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1、Crisis Management,A presentation by Bruce Hugman Consultant to the Uppsala Monitoring Centre Pretoria, September 2004,What is a crisis?,In general? For an organisation? For government or bureaucracy? For a private company? In healthcare? In drug safety?,Topics,The nature of crisis Crisis management
2、model Planning Risk assessment Risk management Crisis communications Risk Communications,Key features of a Crisis,Low probability High impact Uncertain/ambiguous causes and effects Differential perceptions,High level threats:,Safety Health Environment National security,Specific threats to organisati
3、on:,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 Specifi
4、c 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
5、increasingly difficult to manage,Purpose of crisis management:,Prevention Survival Successful outcomes,Successful outcomes:,Positive balance of success/failure,- Perpetrator was never identified - Future attempts cannot therefore be precluded,- Swift reactions reinforced Company reputation for integ
6、rity - Stakeholders reported high degree of trust - Product did not suffer in long term,TYLENOL TAMPERING,- Long term costs were transferred to public - Delays in implementing clean-up leading to loss of wildlife. - Image management failed to fully recover the Companys reputation in wider community,
7、- Financial losses were bearable - Costs relating to clean-up were less than pre-emptive costs - Image management recovered the Companys reputation in business community,EXXON VALDEZ,Failure outcomes,Success outcomes,Incident,Three criteria of success:,Has organisational capacity been restored? Have
8、 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:,Open bow doors / poor safety culture,Smoker / poor cleaning standards,Culture
9、or environment,Existing conditions:,Crisis-prepared or crisis-prone?,Intrinsic crisis:,Total situation as seen by neutral observer with all the facts,As seen by all individuals from particular viewpoints,Perceived crisis:,Crisis Management Model,Antecedent conditions,Intrinsic crisis,Perceived crisi
10、s,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 intellig
11、ence,Review and feedback:,Assessing success and failure Feeding learning into future planning,Crisis Management Model,Antecedent conditions,Intrinsic crisis,Perceived crisis,Immature crisis response,Mature crisis management,Review and Feedback,Management objective:,Ad hoc emergency reaction? OR Buil
12、ding management capacity to handle unforeseen events?,End of Part 1,Part 2: Planning for Crisis Management,Integration of learning,Crisis Management Implementation,Authorisation Procedures,Technical Intelligence,Crisis Management Planning,Crisis Management Model,Antecedent conditions,Intrinsic crisi
13、s,Perceived crisis,Immature crisis response,Mature crisis management,Review and Feedback,Crisis- prepared culture,Emotional Intelligence,Gathering intelligence:,Who? What? When? How?,Who for Government?,Ministers Officials Political parties Sponsors Voters International allies,The public in general
14、Tax-payers Consumer and lobby groups Lawyers The media ?,Who for medicine and drug safety?,Manufacturers Regulators Politicians Employees Health professionals Pharmacists Academics,The public Patients Consumer and lobby groups Lawyers The media ?,The first goal of crisis management is prevention,Int
15、elligence:,Continuous scanning (networks/media/ppublic opinion, etc) Outward focus Collaboration Positive relationships,Assess risks,Risk assessment is:,Identification define and describe Estimation likelihood and consequences Evaluation acceptability of risk,Acceptable,High chance that public and m
16、edia criticism will arise,Recall of a defective batch of medication may lower consumer confidence and take-up rate,Unacceptable,Medium chance leading to severe health problems or death,Medication in question could be mistaken for sweets by young children,Evaluation,Estimation,Identification,Priority actions to sensitively withdraw product whilst reassuring honestly and openly,Acceptable,High chance that public and media criticism will arise,Recall of a defective batch of medication may lo
