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When a crisis hits an organisation, its reputation is almost always at stake. However, published evidence shows that if a crisis is managed well, then an organisation’s reputation will remain at least intact and may even be enhanced. However managing a crisis well is easier said than done and documented case studies demonstrate the negative impact on reputation of a poorly managed crisis. The presentation explores the relationship between crisis and reputation and what is required to manage a crisis ‘well’ in order to minimise its impacts.
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Establishing Control in a Crisis
Dominic Cockram BA MA MBCI FRSA FCMI
November 2013
Introduction
• Why are crises so difficult • What goes wrong • How do we get control
In theory, theory and practice are the same. In practice, they are not”- Albert Einstein
Why do so many crisis plans not help?
• No actual “how is this going to work”? • Plan is huge • “there is a plan?” • “the plan was before we merged and then we re-‐structured….”
• “who needs a plan?”
• Speed • Surprise • Stress • Risk • Impacts
Why does a crisis need control?
• “the cogniAve and social skills that complement workers’ technical skills” (Flin et al 2003)
• Not new or mysterious • What best pracAAoners do to achieve consistently high performance
• Vital to high level performance in crisis seMngs
Non-‐Technical Skills
Pre-‐crisis ac9vi9es
• What can you do • What do you need • How does it all fit together
• How do you develop and build the capability
The Response
• Non technical skills • Experience • RelaAonships • Individual strengths • Team work
Complicating Factors
What do you want to achieve? • Control • Knowledge • Direction • Normality • Resolution • Reputation • Maintenance of values
What are the challenges?
What gives you control?
• Situation awareness • Decisions • Strategy • Communication
Situation Awareness • Understand the situation – past, present &
future • Understand the risks • Understand time • Know the priorities and actions • Identify the decisions • Direction, responsibility and parameters of
time
• What is known…………..facts • What are the outstanding quesAons to be answered
• Who is doing what, when and where • When is the next update of informaAon • What are the risks and/or worst case
Situa9on Awareness
• Known channels • RelaAonships • CommunicaAon • Clarity • Trust • Reliability
Informa9on flows
Decision Making
Leadership
Communica9on
Stress and Fa9gue • Team • Individual • Leader • Management
§ Build experience § Get to know your team-‐ really get to know them § IdenAfy the experts § Be accountable § Know your procedures and faciliAes
§ ConAnually pracAcing
The Road to Perfec9on….
Dominic Cockram [email protected] www.steelhenge.co.uk
