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Gerald Lewis, Ph.D.www.geraldlewis.com
Prepare, Protect, Provide
Organizational Crisis Management: The Human Factor
• Floods, hurricanes, power outages, layoffs, violence, litigation, earthquakes, fires, hacking, sick building syndrome, strikes, terrorism. work crises come in all shapes and sizes.
• This presentation will focus on pre-incident plans and policies as well as post-incident services and strategies to help mitigate the impact on personnel. In addition, the Human Impact Assessment Tool (HIAT) developed by the presenter will be described.
• In addition, a portion of the presentation will be devoted to the development of the contingency planning profession.
Gerald Lewis, Ph.D.www.geraldlewis.com
Prepare, Protect, Provide
Organizational Crisis Management
Gerald Lewis, Ph.D.Gerald Lewis, Ph.D. & Assoc., P.C.1290 Worcester Road, Framingham, MA 01702508.872.6228 www.geraldlewis.com
Crises Crises come in all shapes and come in all shapes and
sizes…sizes…to all to all
shapes and sizesshapes and sizes of work organizationsof work organizations
Gerald Lewis, Ph.D.www.geraldlewis.com
Prepare, Protect, Provide
BCP: BCP: The Next GenerationThe Next Generation
“What do we want to be when we grow up?”
Purposeful GoalsPractical Applications
Professional StandardsPeople focused
Gerald Lewis, Ph.D.www.geraldlewis.com
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Crisis Management =Cultural Management
“Human beings, who are almost unique in having the ability to learn from the experiences of others,
are also remarkable for their apparent disinclination to do so!”
Douglas AdamsAuthor of “The Hitchhiker’s Guide to the Galaxy
Gerald Lewis, Ph.D.www.geraldlewis.com
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• Evacuation congestion• Infrastructure damage• Civil disorder• Fires• Overwhelmed medical services• Overwhelmed transport system• Thousands of people isolated fordays without water, food ormedical care• Communication failures• Inequity (racism and excessivesuffering by the poor)
From Todd LitmanVictoria Transportation Policy Institute
San Francisco, 1906
If the past is prelude…Why aren’t we paying attention!
Hurricane Katrina, Hurricane Katrina,
Gerald Lewis, Ph.D.www.geraldlewis.com
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Pioneers Most of us have journeyed great (occupational) distances to find ourselves in our current position.
• Many felt a sense of adventure…• Some felt they were “volunteered”…
• Others felt they were thrown under the bus
Prophets &Messengers
Gerald Lewis, Ph.D.www.geraldlewis.com
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right after you needed it!!
“On the Job Training”(OJT)
is getting the experienceyou need…
Gerald Lewis, Ph.D.www.geraldlewis.com
Prepare, Protect, Provide
POP QUIZ!!!
What was the first emergency management or
crisis management plan?
Gerald Lewis, Ph.D.www.geraldlewis.com
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It may be argued…Religions
It wasn’t smoke-stacked…Emergency ManagementBusiness ContinuityCOOPRisk Mgt.Security
Involved…PlanningPreparednessPreventionMitigationResponse/recovery
Had buy-in from all within the Community…
Included a Prevention andMitigation plan for those whodid not buy in… “H.M”
Gerald Lewis, Ph.D.www.geraldlewis.com
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Since then…The blind men and the elephant…
IT/DR
Emer. Mgt
BCP
COOP
Risk Mgt.
Security
each with their own view of “reality”
ContingencyResiliency
Gerald Lewis, Ph.D.www.geraldlewis.com
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What is the strategic plan…“Industry,” “Trade” vs. “Profession”
INDUSTRY• the people or companies
engaged in a particular kind of commercial enterprise;
• any grouping of
businesses that share a common method of generating profits, such as the "movie industry", the "automobile industry.”
TRADE• An occupation, especially
one requiring skilled labor: the building trades, including carpentry, masonry, plumbing, and electrical installation
Gerald Lewis, Ph.D.www.geraldlewis.com
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Profession
• The body of people in a learned occupation; • An occupation requiring special education • A specialized work function generally performed by a
professional.
What is your professional/personal goal?
Gerald Lewis, Ph.D.www.geraldlewis.com
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The “CP” of the future
• Education (formal and organizational)• Specialization• Certification• Standardization• Common terminology• Continuing education• Recognition/understanding outside of your
“industry”
Gerald Lewis, Ph.D.www.geraldlewis.com
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Moving along…
The Human Factor
Gerald Lewis, Ph.D.www.geraldlewis.com
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The Focus is…
• Rescue & restoration of services• Focused on infrastructure• IT• Security• Structural operations
It may be easier to recover IT
than to recover HT
Gerald Lewis, Ph.D.www.geraldlewis.com
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“You can get your phone lines up…
Gerald Lewis, Ph.D.www.geraldlewis.com
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…and have your computers
backed up…
Gerald Lewis, Ph.D.www.geraldlewis.com
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…but your employees may still be messed up.”
Gerald Lewis, Ph.D.www.geraldlewis.com
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Active & Passive Trauma
• Active- a boundary violation of some kind, clearly a toxic interaction…
a violent presence.
• Passive- a form of physical or emotional neglect… the absence of nurturance… and of connection.
From: I Don’t Want to Talk About ItTerrence Real
Gerald Lewis, Ph.D.www.geraldlewis.com
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Steven Fink’s Assessment Model
Subjectively rate the following questions on a 1-10 scale2. Might the crisis intensify and if so, how fast?3. How observable is the crisis by outsiders such
as media, regulatory agencies or customers?4. How much does it interfere with operations?5. Is the company the victim or culprit of this
crisis?6. How damaging is it to the bottom line (however
one defines bottom line)
Divide by 5 to calculate the CIV
S. Fink, Crisis Management: Planning for the Inevitable. IUniversity, 1986, 2002
Gerald Lewis, Ph.D.www.geraldlewis.com
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Steven Fink’s Assessment Model
• Probability Factor Scale (PFS)
Subjective estimation of the likelihood of an event occurring (0-100%).
S. Fink, Crisis Management: Planning for the Inevitable. IUniversity, 1986, 2002
Gerald Lewis, Ph.D.www.geraldlewis.com
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Crisis Plotting Grid
10
9
8
7
6
5
4
3
2
1
0 10 20 30 40 50 60 70 80 90 100% PFS
CIV Hi impact/Hi probabilityHigh Impact/
Low probability
Low impact/Hi probability
Low impact/Low probability
S. Fink, Crisis Management: Planning for the Inevitable. IUniversity, 1986, 2002
X Hurricane in FloridaX strike
Hi probHi Impact
Hi probLow impact
Lo probLo impact
Lo probHi impact
X law suit
Gerald Lewis, Ph.D.www.geraldlewis.com
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Human Impact Assessment Tool ©(HIAT)
Types of Crises
• Manmade 1• Manmade II• Natural disaster• Organizational transition• Infrastructure disruption
Gerald Lewis, Ph.D.www.geraldlewis.com
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Manmade I• Single perpetrator
involved in civil/criminal activity or behavior that disrupts workplace– Violence– Law suit– Termination– Sexual harassment– Robbery or assault– Conflict between two
employees
Gerald Lewis, Ph.D.www.geraldlewis.com
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Manmade II
• Disruption caused by an organized large group– Strike or other work
action– Terrorism/war– Large scale vandalism
Gerald Lewis, Ph.D.www.geraldlewis.com
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Natural Disaster
• Incident caused by nature– Flood– Hurricane– Earthquake– Blizzard– Pandemic
Gerald Lewis, Ph.D.www.geraldlewis.com
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Organizational Transition
• Crisis caused by changes in policies, personnel and/or placement– Lay offs– Reorganizations– Mergers and
acquisitions– Relocations– Work action– Brand damage
Gerald Lewis, Ph.D.www.geraldlewis.com
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Infrastructure Disruption
• Incidents that disrupt the delivery of utilities, services, transportation, etc.
• Often these may be
part of natural disasters, but may also be “stand alone’ events.
Power outageComputer hacking or shut downHVAC shutdownOther utility difficultiesDisruption of vendor services
Gerald Lewis, Ph.D.www.geraldlewis.com
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Human Impact Assessment Tool © (HIAT)
Impact Factors1. Locus of impact
Building, city, region
3. Timing4. Duration
Contained vs. on going
4. Warning vs. sudden5. Impact on operations
Gerald Lewis, Ph.D.www.geraldlewis.com
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Human Impact Assessment Tool ©(HIAT)
Impact Factors continued
5-9. Damage/bodily injury/death5. Premise- damage to building6. Personnel- physical injury/death of employees7. Private residences- damage to homes and property8. Social structure-damage to utilities, roads, etc9. Reputation- damage to organization’s reputation
10. Concurrent stressors
Scores over 50 indicate a significant social/emotional impact
Total >50 = sig. impact
Concurrent stressors
I/D infrastructure
I/D Reputation
I/D property
I/D personnel
I/D premises
Operation Imp
Duration
Timing
Locus of impact
Infrastructure
Disruption
Org.
Trans
Nat’l
disaster
Manmade
2
Manmade
I
HIAT
Worksheet
8
10
10
10
10
7
1
2
7
5
70
8
10
3
5
2
1
2
2
3
5
43
5
10
6
8
10
10
0
7
1
5
62
10
3
8
8
6
1
8
1
9
5
59
Gerald Lewis, Ph.D.www.geraldlewis.com
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Emotional
Reactions to Crisis & Trauma
Physical
Cognitive
Familial
Social
Workplace Disruption
Gerald Lewis, Ph.D.www.geraldlewis.com
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10% Paradigm
• Impact on workplace– Decrease in productivity– Increase in absenteeism– Increase in sick leave– Increase in health claims– Increase in disability claims– Increase in conflict (personal and professional)
– Liability issues
Gerald Lewis, Ph.D.www.geraldlewis.com
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Characteristics of Resiliency
• “Relationships” with others • An opportunity to contribute and feel valued• Effectiveness in work, play, and relationships • Healthy expectations and positive outlook • Self-esteem and self-discipline • Problem solving/critical thinking skills• Flexibility • A sense of humor
Gerald Lewis, Ph.D.www.geraldlewis.com
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SecuritySafety, comfort, freedom from threatening events
BelongingFriendship, affiliation, interaction
Membership in a group
EsteemFeeling valued, appreciated, respected by self and others
Fulfillment by maximizing skills and potential. Continuation to grow
Maslow’s Hierarchy of Needs
PhysiologicalFood, shelter, clothing, relief from pain
10%Self Actualization
Gerald Lewis, Ph.D.www.geraldlewis.com
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PhysiologicalRescue, recovery, food, shelter,
walls, windows, HVAC,
SecurityIT, Security, Policies, etc.
BelongingInter/intra departmental interaction & understanding
EsteemEmployees feeling valued/cared
for by the organization.They contribute…
Maslow’s Hierarchy of Needs For ORP
Self Actualization
HT
Responsive Leadership
Gerald Lewis, Ph.D.www.geraldlewis.com
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When planning…
Survival
SURVIVALPhysiological
1-5 days
SUPPORTSafety/security
Support
2-3 wks
ADJUSTMENT Belonging
Adjustment
3-8 mos
RESOLUTIONEsteem
1 yr.
Resolution
2+ yrs
RE(dis)COVERY Self actualization
Re(dis)covery
Event
Gerald Lewis, Ph.D.www.geraldlewis.com
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Guaranteed “Breaks”…The Three “Cs”
Command structure
Communication
Cooperation
Gerald Lewis, Ph.D.www.geraldlewis.com
Prepare, Protect, Provide
What to do? Know your demographics, “culture” and purpose
• Designation of “SAFE-T” team. – Fund it with time, money and resources
• Sharing: Distribute resiliency plans…• Sensors: Utilize focus groups for employee input• Tabletop drills… over extended phases• Mitigation = Education, Information &
Communication • Provide up-to-date information: 800 #, FAQ website,
emails, webinars, brochures, wallet cards, con-calls, video presentations, health fairs, lunchinars… on-going
• Guidelines and expectations of each role/category of employee
Gerald Lewis, Ph.D.www.geraldlewis.com
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SecurityAssessment
AdministrativePreparedness
Facilities and facilitation of Resources
Employee Services
Time and training
“SAFE-T TREE:”“Developing the Infrastructure
Gerald Lewis, Ph.D.www.geraldlewis.com
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• Utilize HR, EAP, OH, LABOR UNITS
• Responsive (Compassionate) Leadership:– “Face time” with higher ups– Awareness of peoples’ reactions– Openness to allow appropriate expression– Process to communicate/discuss with others– Acknowledgement and appreciation of efforts– Concern for family (role conflict)– “Help” them understand that the “C” in their title does not
stand for crisis… do this before the crisis.
• Recognize the stages and phases of a crisis go on long after the crisis is “over.”
• Sell BCP/CP/CM/DR/COOP… as a safety policy
Gerald Lewis, Ph.D.www.geraldlewis.com
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BCP as a safety policy
Gerald Lewis, Ph.D.www.geraldlewis.com
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time & tolerance
respect & responsibility
unity & understanding
thanks
safety & structure
TRUST
T
R
U
S
T
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