CRISES MANAGEMENT_MNGMNT CONTROL EM 6009.pptx

Crises management in an educational setting

1. DAISY ESCARAN LAYA-OG EdD-EM Student PREPARATION AUTHORIZATION REVIEW EXECUTION ACCOUNTABILITY Presenter: CRIS I S MANAGEMENT

2. PREPARATION AUTHORIZATION REVIEW EXECUTION ACCOUNTABILITY Desired Learning outcomes: Familiarize and describe the basics of crisis management Examine the variables involved in crisis planning, communication & management Develop a deeper insight of how one should react during crisis

3. PREPARATION AUTHORIZATION REVIEW EXECUTION ACCOUNTABILITY

4. PREPARATION AUTHORIZATION REVIEW EXECUTION ACCOUNTABILITY Danger Opportunity Two Chinese word:

5. CRISES… abnormal situations that threaten the operations, reputation, or viability of an organization.  Natural disasters like floods, storms, fires Health crises such as disease outbreaks Security incidents like terror attacks, coups or military operations Cyber-attacks that compromise data security Workplace violence incidents

6. CRISES… Situations with high level of uncertainties that disrupt the core activities and/or the credibility of the organization and require urgent action. [ISO 22300:2012]

7. CRISES… The common thread is the potential for severe disruption, loss, or damage to the organization and its reputation. Crises require timely and strategic response to mitigate impact  to your people .

8. ANATOMY OF CRISES

9. A. Trigger Event Crises are often triggered by unexpected events or circumstances that threaten the normal functioning of an organization or community. natural disasters technological failures financial downturns legal issues, or public relations scandals.

10. B. Escalation Crises typically escalate in severity and complexity. They may spread rapidly, affecting multiple stakeholders and escalating tensions, uncertainty, and disruption.

11. C. Response Phase The response phase involves the immediate actions taken to address the crisis and mitigate its effects. crisis management teams mobilizing resources communicating with stakeholders implementing emergency procedures

12. D. Communication Effective communication is critical during a crisis to provide timely information, manage perceptions, and coordinate response efforts. Open, transparent communication helps build trust, reduce uncertainty, and guide stakeholders through the crisis.

13. E. Coordination and Collaboration Crisis management often requires coordination and collaboration among multiple stakeholders, including internal departments, external partners, government agencies, and the media. Collaboration ensures a unified response and maximizes resources and expertise.

14. F. Adaptation and Learning As the crisis unfolds, organizations must adapt their strategies and tactics based on evolving circumstances. Learning from past experiences, mistakes, and successes is essential for improving crisis response capabilities and resilience.

15. G. Recovery and Rebuilding This may involve restoring operations, infrastructure, and services; addressing the needs of affected stakeholders; and implementing measures to prevent future crises.

16. H. Evaluation and Reflection Organizations conduct post-crisis evaluations to assess their response, identify lessons learned, and make recommendations for improvement. Reflection and analysis help build institutional knowledge and enhance preparedness for future crises.

17. I. Preparedness and Prevention Organizations invest in preparedness and prevention measures to mitigate the risk of future crises. developing crisis management plans conducting training and simulations implementing risk mitigation strategies fostering a culture of resilience

18. Causes of crisis in an organization

19. Internal factors Management Failures Poor decision-making, inadequate leadership, or ineffective governance can lead to crisis Operational Issues Problems with internal processes, systems, or infrastructure can disrupt operations and escalate into crises. Financial Management Issues such as fraud, embezzlement, accounting irregularities, or financial instability can trigger crises.

20. Internal factors Human Resources Challenges Workplace conflicts, misconduct, harassment, or labor disputes can escalate into crisis if not effectively addressed. Product or Service Failures Quality issues, safety concerns, or product recalls can damage reputation and lead to crises. Ethical Lapses Violations of ethical standards, misconduct, or unethical behavior by employees or leadership can result in reputational damage and crises .

21. External factors Natural Disasters Events such as earthquakes, hurricanes, floods, or pandemic can disrupt operations and cause crises. Regulatory Compliancs Issues Non-compliance with laws, regulations, or industry standards can result in legal or regulatory crises Technological Failures Cyberattacks, data breaches, system outages, or technological malfunctions can pose significant risk to organizations

22. Reputational risks Negative publicity, scandals, or public perception issues can damage an organization’s reputation into crises. Social media amplification Rapid dissemination of information through social media platforms can magnify reputational risks and escalate crises.

23. Global events and trends Global events such as economic crises, pandemics, natural disasters, or geopolitical tensions can have far-reaching effects on organizations and trigger crises.

24. Unforeseen circumstances Unexpected events or “black swan” events that are difficult to predict or prepare for can lead to crises.

25. crisis management… -the process by which an organization deals with a major event that threatens to harm the organization, its stakeholders, or the general public.

26. PRE-CRISIS 1 DIAGNOSIS 2 MANAGEMENT 3 CONTROL 4 PHASES/ STAGES OF CRISES

27. Pre-Crisis Phase FIRST STAGE Risk Identification and Assessment This phase involves identifying potential risks and vulnerabilities within the organization's environment, operations, and stakeholders. Prevention and Preparedness Organizations develop strategies, protocols, and contingency plans to prevent crises from occurring or minimize their impact.

28. Diagnosis Phase SECOND STAGE Recognition of Crisis Indicators This phase involves identifying early warning signs or indicators that a crisis may be emerging. Situation Assessment the organization conducts a thorough assessment of the situation to understand the nature, scope, and severity of the crisis.

29. Management Phase THIRD STAGE Activation of Crisis Response the organization activates its crisis management plan and mobilizes the crisis management team. • Decision Making and Strategy Formulation The crisis management team makes timely and informed decisions to address the crisis effectively. This includes prioritizing actions, allocating resources, and developing response strategies and tactics.

30. Management Phase THIRD STAGE Implementation of Response Plans The organization executes predefined response plans and tactics to manage the crisis. This may involve coordinating with internal and external stakeholders, implementing communication strategies, and taking necessary actions to contain and mitigate the crisis.

31. Control Phase FOURTH STAGE Stabilization and Resolution The organization works to stabilize the situation and bring the crisis under control. This may involve implementing measures to minimize further damage, restore essential services, and address immediate concerns. Recovery and Rebuilding After the crisis is contained, the organization focuses on recovery efforts to rebuild affected operations, infrastructure, and systems.

32. Control Phase FOURTH STAGE Post-Crisis Evaluation the organization conducts a post-crisis evaluation to assess its response, identify lessons learned, and make recommendations for future improvements .

33. 5 RuLES FOR CRISIS MANAGEMENT Being unprepared is no excuse. Know the threats & get ready for them. You’ve got 48 hours. Divide and conquer. Get outside help.

34. Key roles On a crisis management team

35. Typical functions & organizational elements of the crisis management team Crisis leader Administrative Support or Scribe Human Resources Legal Risk/Compliance Facilities Finance & Administration Information Technology Project Management Corporate Communications & Marketing Operations/Lines of Business

36. HUMAN RESOURCE

37. HUMAN RESOURCES exists to support your employees – and, in a crisis, they’re even more important to ensure that your team is being taken care of.  Employees need to be assured of their basic safety and security before they can commit bandwidth to your organization’s crisis response.  That means that they may need guidance and support in navigating benefits, scheduling adjustments, accessing state and federal aid, and getting help for immediate and long-term physical and mental needs .

38. Roles of communication in crises

39. Timely and accurate information dissemination Communication ensures that accurate information is promptly shared with internal stakeholders (employees, management, board members) with external stakeholders (parents, partners, media, public) Timely communication helps to address uncertainties, dispel rumors, and prevent misinformation from spreading, thereby maintaining trust and credibility.

40. Establishing transparency and trust Transparent communication fosters trust and confidence among stakeholders by demonstrating openness and honesty about the situation, challenges, and actions being taken. Trust is crucial during crises as it helps to maintain relationships with stakeholders, mitigate reputational damage, and facilitate cooperation in resolving the crisis.

41. Managing stakeholders expectations Effective communication helps to manage stakeholder expectations by providing realistic assessments of the situation, potential impacts, and the organization’s response capabilities. Managing expectations helps to prevent panic, confusion, and frustration among stakeholders and enables them to make informed decisions and preparations.

42. Coordinating response efforts Communication facilitates coordination and collaboration among members of the crisis management team and other relevant stakeholders. Clear lines of communication enable efficient decision-making, resource allocation, and implementation of response plans, ensuring a cohesive and synchronized effort to manage the crisis.

43. Maintaining reputational integrity Communication plays a crucial role in protecting and preserving the organization’s reputation during crises. Well-crafted messages, delivered through appropriate channels, help to shape perceptions, mitigate negative publicity, and demonstrate the organization’s commitment to addressing the crisis responsibly.

44. Addressing media and public relations Effective communication with the media and other external stakeholders helps to manage the media inquiries, provide accurate information, and shape the narrative surrounding the crisis.

45. Facilitating feedback and learning Communication channels provide opportunities for stakeholders to provide feedback, share concerns, and ask questions during and after the crisis. Feedback mechanisms enable organizations to assess the effectiveness of their communication efforts, identify areas for improvement, and incorporate lessons learned into future crisis management plans.

46. REFERENCES https://bryghtpath.com/expertise/ultimate-guide-to-crisis-management/ Hayes, A. 2022. Crisis Management: Definition, How it works, types, and example Performia Australia. The Cart: The Four Types of Team Members You can Hire

47. THANK YOU!