1. Crisis And Conflict Management Lecture 16

2. Summary of Different Components of Crisis Management Lecture 16

3. Key features of a Crisis Low probability High impact Uncertain/ambiguous causes and effects Differential perceptions 3

4. Key Aspects of a Crisis Unpredictable: can anticipate but not predict when a crisis will hit. Crises violate how constituents expect an organization to act. – Violating expectations creates angry constituents who will alter how they interact with an organization. 4

5. Key Aspects of a Crisis Crisis is a serious threat that can disrupt organizational operations and/or has the potential to create negative outcomes. – Negative outcomes include deaths, injuries, property damage, negative publicity, reputation loss, financial loss, and environmental damage An organization is in a crisis if key constituents perceive a crisis. 5

6. Elements of a Crisis 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, (d)a need for change, 6

7. Chaos Theory What is Chaos Theory? Chaos Theory (ChT) is a mathematical approach to modeling patterns of non-linear, non-independent behaviors of dynamical systems. It is not, per se, a philosophical system or paradigm. ChT is about the fracturing of patterns, but it is also about how that collection of pieces sorts itself out. That coming back together again is what makes Chaos so interesting—and why it and ChT is so import to you. 7

8. Crisis Communication - Core Capacity Components PLANNING 2. Public communication coordination 1. Transparency and early announcement of a real or potential risk 4. Listening through dialogue 3. Information dissemination including media relations 8

9. 5 communication failures that kill operational success 1.Mixed messages from multiple experts 2.Information released late 3.Paternalistic attitudes 4.Not countering rumors and myths in real- time 5.Public power struggles and confusion 9

10. Decision making in a Crisis Is Different People simplify Cling to current beliefs We remember what we see or previously experience (first messages carry more weight) People limit intake of new information (3-7 bits) 10

11. Risk assessmentRisk perception Risk communication Risk management 11

12. Your motives Are the risk managers acting to safeguard my health? Your honesty Are the risk managers holding back information? Your skills Are the risk managers skilled enough to do the job? Trust is the public perception of 12

13. Risk Communication Principles for Emergencies When the news is good, state continued concern before stating reassuring updates “Although we’re not out of the woods yet, we have seen a declining number of cases each day this week.” “Although the fires could still be a threat, we have them 85% contained.” 13

14. Risk Communication Principles for Emergencies Allow people the right to feel fear Don’t pretend they’re not afraid, and don’t tell them they shouldn’t be. Acknowledge the fear, and give contextual information. 14

15. Six Principles Be First: If the information is yours to provide by organizational authority—do so as soon as possible. If you can’t—then explain how you are working to get it. Be Right: Give facts in increments. Tell people what you know when you know it, tell them what you don’t know, and tell them if you will know relevant information later. Be Credible: Tell the truth. Do not withhold to avoid embarrassment or the possible “panic” that seldom happens. Uncertainty is worse than not knowing—rumors are more damaging than hard truths. 15

16. Six Principles Express Empathy: Acknowledge in words what people are feeling—it builds trust. Promote Action: Give people things to do. It calms anxiety and helps restore order. Show Respect: Treat people the way you want to be treated—the way you want your loved ones treated— always—even when hard decisions must be communicated. 16

17. 17 Issues Management Basic assumptions – Issues can be identified earlier, completely, and reliably – Early anticipation widens the range of options – Early anticipation permits an understanding – Early anticipation permits a positive orientation – Early identification identifies the stakeholders – Early identification provides the opportunity for the organization to supply information about the issue earlier

18. Elements of a Crisis 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 (d)a need for change 18

19. Competition v/s Conflict It is important to understand the differences between the two. Competition can be defined as when two or more groups or organizations vie for the same resources. In business these “resources” could be sales, market share, contracts, employees, and ultimately, profits. In the nonprofit sector, the competition might be donations, grants, clients, volunteers, and even political influence.

20. The 6 Phases of CM Signal Detection SDM’s for: Any Crises? Build on Existing Data Bases? Integrated? Types of Signals, Noise? Blockers? Transmitted to Whom? Actions? Internal Assassin Team Exercise? 20

21. Emergency planning should… Ensure student, staff safety Establish a pre-determined plan of action (focus on response vs sources of crisis) Identify trained emergency responders (can they be counted on to act, not freeze up?) Minimize damage, loss of facility use Provide on-going support for students, staff and parents 21

22. Crisis Management Infrastructure Incident Command Communication or Crisis Command Center Roles and Responsibilities - who’s organizing who (parents, media, etc.)? - who is/are spokesperson(s)? - volunteers (you can’t do it alone)? Equipment and Food Media Area 22

23. Key features of a Crisis Low probability High impact Uncertain/ambiguous causes and effects Differential perceptions 23

24. High level threats: Safety Health Environment National security 24

25. Three criteria of success: Has organisational capacity been restored? Have losses been minimised? Have lessons been learned? 25

26. Thank You