This is the warning stage. The event hasn’t happened yet and you may have not even recognized that it could happen. This is the time when you want to assess the impact an actual crisis could have on your company, employees, customers, suppliers, operations and bottom line.

Stage 2: Acute (Crisis)

This is the crisis itself. There’s no turning back now. You will lose some ground, events will occur and you may experience some damage. Ignoring the situation is not an option. The key is to control what you can as much as you can so you can move the situation to the next stage as quickly as possible. The acute stage is the shortest of the four phases.

Stage 3: Chronic (Clean-Up)

This is sometimes referred to as the clean-up phase. This is either a time to breathe a sigh of relief because you handled things well or fight your way through upheaval, financial stress, management shake-ups, the loss of customers and at its worse, bankruptcy or the loss of your business. This period can last indefinitely if you failed to do proper planning or failed to respond properly.

Stage 4: Crisis Resolution (Post-Crisis)

This is the turning point where you can turn a challenge into an opportunity. Again, in crisis planning the goal is to go from the first stage – the stage where a crisis could occur – to this stage where a full-blown crisis never occurred or was handled quickly and efficiently because you did your due diligence when it comes to planning.

Group activity 2
1. What is Crisis Management?
Crisis Management is the comprehensive management of an event, or set of circumstances that threatens the integrity, reputation or survival of an individual or organization bringing about the successful termination of the crisis with minimum loss of life or damage to property. It is the rapid, effective and efficient return to normalcy where the operational integrity and reputation of the organization are left intact or enhanced

2. What are the attributes and benefits of good Crisis Management?
•Ability to analyse vulnerabilities from inside and outside the organization
•Ability to detect and identify symptoms/indications of impending crisis
•Clear strategy to direct actions and response to contain the likely damage
•Well-documented Crisis Management Plan, with clearly defined processes and procedures, yet with agility to adapt to an evolving scenario
•Clear roles and expectations of staff within the organization in dealing with the crisis
•Compliance with regulatory and ethical requirements – humanitarian, corporate and social responsibilities.
•A process for review and capture of lessons learnt

3. What is the objective of Crisis Management?
The objective of Crisis Management is to bring about the successful termination
of a crisis with minimum loss of
life or damage to property.” 
“It is the rapid, effective and efficient return to normalcy where the operational integrity and reputation of the organization is left intact or enhanced

2. What are the attributes and benefits of good Crisis Management?

* Attributes -
a) Define priorities; Identify important individuals that might include employee safety and care early in the crisis.

b) Adapt boldly; leaders should decide what not to do. Put a hold on large initiatives and expenses, and ruthlessly prioritize. Publicize your “what not to do” choices.

* Benefits -

 IDENTIFY MORE POTENTIAL THREATS
Planning management strategy, research potential crises and identify more than you initially thought you would. You can also identify some more general crises that could crop up.

CREATE A CULTURE OF COMMUNICATION
A key element of crisis management is strong, direct line of communication. Setting these up within your organization will allow you to enjoy good communication within your company or group at all times.

3. What is the objective of Crisis Management?

* The objective of the crises management is to have a system in places, as to handle and control the situation when things happened.

Crisis management refers to the identification of a threat to an organization and its stakeholders in order to mount an effective response to it. The reputation or survival of an individual or organization bringing about the successful termination of the crisis with minimum loss of life or damage to property. It is the rapid, effective and efficient return to normalcy where the operational integrity and reputation of the organization are left intact or enhanced.

2) What are the attributes and benefits of good Crisis Management?

• Ability to analyse vulnerabilities from inside and outside the organization

•  Clear strategy to direct actions and response to contain the likely damage

•  Well-documented Crisis Management Plan, with clearly defined processes and procedures, yet with agility to adapt to an evolving scenario.

• Enhanced risk management – obvious risks will be identified, mitigated and prepared for

• A more effective way to rapidly trigger business continuity management

• Better organizational resilience for all stake holders

• Increased ability, confidence and morale within the organization

• Better protected and enhanced reputation and reduced risk of post event litigation.

3. What is the objective of Crisis Management?

· The objective of Crisis Management is to bring about the successful termination of the crisis with minimum loss of life or damage to property.

 

1.       Major - Large Scale, Huge Impact

2.       Negative - Massive Casualties, Loss of Life and Damage

3.       Interruption - Disrupts your normal operations/business/activities

4.       Existence - Affects the viability and continued existence of your company (e.g. company can close down, go bankrupt, complete loss of confidence, reputation down the drain)

Collapse of Nicoll Highway

In April 2004, a construction accident occurred when a tunnel being constructed for use by MRT lines collapsed. The accident resulted in a total of four fatalities and three casualties. The completion of the Circle Line was also expected to be delayed by about a year, from 2010 to 2011. These caused a huge disruption in not only the construction but also gas, water and electricity cables snapped, causing power to go out for about 15,000 people and 700 businesses in the Marina Bay and Suntec City areas. Tenants and residents of the nearby Golden Mile Complex, where tremors were felt, were evacuated.  

An inquiry found that there were critical design errors had resulted in the collapse of the earth-retaining wall system. Another significant finding was the lack of safety culture in the building project. 

Nishimatsu Construction Company was thus fined $121,400 for the incident. Four men faced criminal charges in the wake of the Nicoll Highway collapse. The first man put on trial was Ng Seng Yoong who was a project director of the Circle MRT line and also monitored the excavation and design work in his other capacity as the Qualified Person on the site. He faced one charge of breaching conditions under the Building Control Act. Arguments were made that readings of instruments on site have indicated that things were not going as planned, but the warnings were not acted upon. On 24 November 2005, Ng was fined $8,000 (SGD) by the court.

TUTORIAL 2
1. What is Crisis Management?
Crisis Management is the comprehensive management of an event, or set of circumstances that threatens the integrity, reputation or survival of an individual or organization bringing about the successful termination of the crisis with minimum loss of life or damage to property. It is the rapid, effective and efficient return to normalcy where the operational integrity and reputation of the organization are left intact or enhanced.

2. What are the attributes and benefits of good Crisis Management?
The attributes of good Crisis Management are -

Ability to analyse vulnerabilities from inside and outside the organization
Ability to detect and identify symptoms/indications of impending crisis
Clear strategy to direct actions and response to contain the likely damage
Well-documented Crisis Management Plan, with clearly defined processes and procedures, yet with agility to adapt to an evolving scenario
Clear roles and expectations of staff within the organization in dealing with the crisis
Compliance with regulatory and ethical requirements – humanitarian, corporate and social responsibilities.
A process for review and capture of lessons learnt 

The benefits of good Crisis Management are -

Enhanced risk management – obvious risks will be identified, mitigated and prepared for
Better management of serious incidents or any incident that could  become serious
A more effective way to rapidly trigger business continuity management
Better organizational resilience for all stake holders
Increased ability, confidence and morale within the organization
Better protected and enhanced reputation and reduced risk of post event litigation.

3. What is the objective of Crisis Management? 
The objective of Crisis Management is to bring about the successful termination of the crisis with minimum loss of
life or damage to property, it is the rapid, effective and efficient return to normalcy where the operational integrity and reputation of the organization is left intact or enhanced.

4a) We would engage the senior officer to be involved in setting up the team which include different business partners for the company if involving the external stake holder and service providers.

-        Manage response and recovery of operations in a crisis

-        Emerge with corporate and key relationships undamaged and enhanced

-        Minimize and manage possible negative or hostile media coverage 

-        Provide care and consideration for staff and customers directly involved in the crisis


The business entity chosen is Resorts World Sentosa.

The CEO will be the CMT Leader.
Security Manager: Is responsible for evaluating security provisions of the crisis management plan and handling site security during a crisis. 

Spokesperson/Public Affairs Advisor: Briefs the media, handles communications, and forms messaging strategy.

Human Resources Manager: Maintains information on all staff, including after-hours contact details and location, and keeps track of benefits, such as health and life insurance.

*Health, Safety, and 
Environment Lead:* Manages risks to personnel health and safety and to unplanned environmental impact, provides training for emergency response, handles damage assessment, and oversees these areas during a crisis.

Legal Specialist: Advises company on legal and regulatory liabilities and steps to mitigate negative impact, vets outgoing information, prepares anyone who is interviewed by an external body, and manages sharing of confidential information.

Command Center Manager: Is responsible for maintaining the command center, making sure it has all necessary equipment, supplies, and utilities; keeping it stocked and clean during a crisis; and fixing any breakdowns. 

Operations and Business Recovery Manager: Provides input on how to shut down and restore operations in an emergency, and during a crisis coordinates efforts of staff working on business recovery. 

Administrative Support Staff: Aids the crisis team by taking notes, tracking action points, handling documents, and providing knowledge on the organization and how it works. 

Information Technology Manager: Provides IT expertise to the planning process and leads the IT crisis response.

Finance Officer: In crisis planning, sets up contingency arrangements for emergency financial resources; in a disaster, manages cash disbursements and credit cards, decides if financial reports will be delayed, informs insurers, and gathers documentation for major claims. (Employee-related claims fall under HR.) 

Business Unit Representative: Plans for a crisis in their business unit, represents their unit to the crisis management team, and can activate additional staff when needed (this role may overlap with operations managers).

Subject Matter Experts: Varies by type of organization and brings specialized expertise as required.

- Responsibilities:

- Responsibilities:
- Overall Management & Decision Making

a.    In your groups choose a business entity or company. As the head of the company how will you set up the structure of your Crisis Management Team?

- Company chosen will be Food and Beverages the structure of setting up the Crisis Management Team is as attached.

1b.To Identify Your Crisis management Communications Team

1c. To establish a good Monitoring Systems

1d. To identify Your Stakeholders

Qns 2.Provide an explanation for each step taken. 

2a. We need to visualise on the situation and able to anticipate the next course of action to be taken when the crisis happened to minimise or prevent the the current situation to be expand. 

2b. To identify your team members so that you will know who to look for directly to minimise the time taken and who will be the right person doing the correct job.

2c. To establish a good monitoring system allows you to have good control of the crisis and will be able to plan out and recover during the crisis.

2d. To identify who is the correct stakeholder in terms of a crisis to allows you to have better communication during the crisis. 

2e. To review on what can be done better after the crisis and and keep improving so that when the next crisis occur, we are able to handle the situation more efficient. 

Qns 3.How do you manage the Response and Recovery of Operations in the event of a Crisis?

To manage the crisis and maintaining the operation concurrently.

Qns 4. How do you provide Care and Consideration for Staff and Customers directly involved in a Crisis?

All staff are to went for proper training to handle such situation during the crisis.
To provide customer with eg; any medical care and attention. 

- Take Charge Quickly 

- Containment & Isolation 

- Establish the Facts

- Formulate a Crisis Response Strategy

- Manage Communication

- Fix the Problem

b.    Provide an explanation for each step taken.

1.  Take charge quickly: Activate the Crisis Management Team, establish the crisis management command ctr, execute the crisis management plan( activate specialist support teams, establish command and control communication network, coordinate activities) 

2. Containment and isolation: taking immediate control and ownership of situation, fostering a factual and open communication environment with media and stakeholders, establish a climate for negotiation. 

3.  Establish the facts: gather info(use crisis mgt team), prepare story, formulate a crisis response strategy, tell ur story

4.  Response strategy: initial and overall response to be adopted at the onset of and during the crisis, provide clear direction to CM teams, strike balance between too much and too little detail, coordinated input from different agencies, government departments and internal and external stakeholders, rapid response and optimal utilisation of time. 

5. Fix the problem: Investigate cause of incident/accident, Implement Necessary Changes(product, policies, procedures, management), recoup losses, restore trust and reputational damages. 

-  Set up a crisis management counter (COC) to direct and manage crisis response

- Set up operations site to stage crisis response 

- Set up robust and effective communications systems 

- Set up area for specialist support unit
- Set up an insurance plans for welfare of staff 
- Benefit increments, pay raise or a bonus     

•Containment & Isolation - Having an immediate action is required to prevent the situation from worsening or escalating. Having someone who knows how to take control and limit communication when in a crisis is crucial as things may get from bad to worse when a crisis is not handled properly.

•Establish the Facts

−Formulate a Crisis Response Strategy

Crisis response strategies are purposeful actions taken to reduce the negative effects of a crisis for stakeholders affected by the crisis and for the organization in crisis. These include the words and actions managers employ in response to a crisis.

−Manage Communication

Having good communication in a crisis creates a connection between businesses and their stakeholders. Organizations that use a feedback loop during crisis management can better understand how their key audiences are feeling and demonstrate empathy for what they’re experiencing.

•Fix the Problem

Solutions to crisis situations need to take into account both long and short-term efficacy and impact considerations. Structured problem-solving techniques include methods for objective evaluation of alternatives to guide decision making. Every action and decision will be scrutinized for hidden significance, as will every subtle phrase. Regardless of the outcome, it is the perception of how the crisis is handled that becomes the leader and company’s legacy.

2) How do you manage the Response and Recovery of Operations in the event of a Crisis?

- Should give information teaching stakeholders on how to physically protect themselves during a crisis

Also providing accurate information that explains exactly what happened to cause the situation to stakeholders. The information for instructing and adjusting must be provided in a timely and consistent manner, and the business must be open-minded and honest with its stakeholders, not skirting the issue. Once done with that step, then only they can start to discuss on how to manage on how to build a better reputation and relationship with the stakeholders.

3) How do you provide Care and Consideration for Staff and Customers directly involved in a Crisis?

- Therapy/counselling for customers and staff experiencing trauma after the crisis
 
- Financial aid to those affected by the incident 
 
- Recognition for staff that has put in effort during the crisis

-Communicate frequently with the affected people so that they have someone to talk about their experience

-Provide safe channels if they don't feel like talking to their peers/colleagues

How do you manage the Response and Recovery of Operations in the event of a Crisis? 

How do you provide Care and Consideration for Staff and Customers directly involved in a Crisis? 

Overview

Establish Family Assistance Centres, Briefing rooms, Joint Support Operations Centre, Privacy Rooms, Praying rooms and transportations wherever required. Timely reporting and updates should also be executed and transparency of facts when conveyed information or updates to family or next of kin.

For survivors, counselling session/mediations and financial support should always be ready and available. 

For staff, buddy systems and counselling should be concurrently on going to do a quick check on the affected employees - post crisis.

 

2) What to include and what to leave out?
a) Key messages
b) Contacts and media list

Leave out;
a) Only start work on a potential crisis situation after it's public
b) Use language your audience doesn't understand


3. Who will do the communicating? 

The management executives

4. When, Where and How to communicate?

a) Deliver essential information in a quick, clear and transparent manner.

b) Make the statement clear of what people can look to for stability and guidance

c) Communicate broadly, repeatedly, and through multiple means

5. Why do we need to have a CM Communication Plan & How does a good Communication Plan help us?

To protect property and environment. Return situations back to normal immediately. Resources to mitigate and prepare for media respond/recovery

Ø  What to include and what to leave out?

Ø  Who will do the communicating? 

Ø  When, Where and How to communicate?

Ø  Why do we need to have a CM Communication Plan? How does a good Communication Plan help us?

A Good Crisis Communication Plan can save lives, reduce injuries, protect property and the environment and help return the situation to normalcy as soon as possible.  A good plan pool available resources efficiently and effectively to mitigate, prepare for, respond to and recover from the effects of the crisis. 

·       Accurate information to negate any negative stories and fake news

·       Constant updates

·       What action has and will be taken

·       Exact point person/team where queries and inquiries should be directed to

2. What to include and what to leave out? 

Include 
| Lives saved and lost
| Number of injuries
| Property and environmental damages
| Pool of resources for crisis response and recovery

 Not included
 | Inaccurate and incomplete facts
 | Non credible sources

3. Who will do the communicating? 
- CEO statement
- Head of Corporate Communication
- Affected Department Leaders

4. When, Where and How to communicate? 
When - immediately after the crisis, and as and when any updates come up, post crisis

Where - social media, company website, internal memos

How - using the 5 steps to Effective Crisis Communication Management. 

5. Why do we need to have a CM Communication Plan & How does a good Communication Plan help us?

1. so that we can control the narrative by being the 1st to respond and ensure only accurate and complete information gets released.

 2. to ensure the action taken provided counterbalances the  information where the organization’s reputation is being damaged

A good Crisis Management Plan is crucial as it would assist an organization to overcome different types of crises of different natures. However, if not done correctly and properly, the recovery for the organization would take longer, which could directly impact the potential revenue and increased downtime

An accurate brief description of incident.

Next course of action.

A person or group of people who directs and controls the organization at the highest level. i.e. CEO, COO

Once employees and internal stakeholders are notified about the crisis the affected organization can decide when to disseminate the information to public and press. The organization shouldn’t take too long to provide information regarding the crisis. They can also choose to distribute a press release stating only the known basic facts. Give a time for a press conference if deemed necessary. Choose a controlled environment to hold the press conference. Restrict the number of audience if you need to. Engage the media proactively. Communicate with compassion and show empathy. Always be transparent and honest.

Crisis Communications Plans are designed to provide guidance and easy-to-follow steps to prepare and manage proper crisis communications. It also needs a well-set plan and objectives.

The plan should include key personnel and their roles during a crisis, the communications channels that can be used, as well as your general approach and philosophy during a crisis.

Organizations reputation damage can be minimized with a good CM communication plan.

 A good crisis communication plan is to convey information as quickly as possible to the desired audience.  One of the main reasons people get upset with the way a crisis is handled is because they feel uninformed. That’s why it is important to provide timely and accurate information to those seeking it. The information must be accurate, accessible, and timely. It can help minimize Organization’s Reputational damage. It also helps return the situation to normalcy as soon as possible.

- Respond & Defend
Advantages: Organizations that are willing to face a crisis head-on when it occurs and work positively and aggressively for a rapid resolution enjoy a higher survival rate after a crisis.
Disadvantages:

- Take the offensive
Advantages: crisis can be turnover to a positive impact for the company or organisation.
Disadvantages: taking the offensive during a crisis as they may unwittingly prolong a crisis or risk losing control when it could have been handled quickly and quietly with a simple response.

- Be transparent
Advantages: more sincerity, thus gaining more trust of stakeholders
Disadvantages: may face backlash, face criticism from public.

- Take ownership
Advantages: The company look human, and your mistakes appear manageable, that will play a major role in maintaining stakeholder support.
Disadvantages: high expectations will be expected from the company to deal with the crisis

It is the time taken that a business can tolerate the absence or unavailability of a particular business function.

By assesing the chosen strategy such as listing the advantages, disadvantages, cost and benefits of strategies which to be considered, then compare various strategies suitability and effectiveness - eliminate least advantageous strategies noting the reason for rejection. Choose and further analyze the most appropriate or a mixture of various appropriate strategies.

Consideration taken is by :
-Level of downtown tolerence
-How much the strategy cost
-How much can you allocate from your budget
- How effective is the strategy into organisation infrastructure
- Adopt a mixture of proven strategies

a.    What are the advantages and disadvantages of adopting these Crisis Management Strategies?

1.         Respond and defend

Your time in responding to a crisis. To think of a way of handling the situation and also to defend if there's someone who want to tarnish the reputation of the company. You must be able to defend all Q n A from all kinds of social media and media responses.

2.         Take the offensive
to be prepared for any unforeseen circumstances and adopt to the current situation and plan ahead to overcome the crisis. 

3.         Be transparent
Be transparent to your strategy and do not go by the back door or go by the left way. 

4.         Take ownership
To take initiative and take charge of the crisis. Plan your strategy well. 

b.    What is meant by the level of downtime tolerance?

c.    How do you adopt a mixture of crisis strategies?

In order to adopt a mixture of crisis strategies, you must be not have emotion in it, you cannot be bias against your committee, must posses a correct attitude and mindset, must not be stubborn. Able to accept more idea, you must be flexible and act accordingly to the on hand situation.  

2.    Class Activity - Topic Review -  Crisis Strategy                          (40 mins)

a.    Tutor led session to facilitate deeper understanding of the topic followed by sharing circle and Q&A.

1.                Respond and defend
ADV: being denial keeps a man sane but to a certain extend.
DIS:  If the crisis has already spoken/unfolds for its self, one must be ready to accept and be forward looking

2.                Take the offensive
ADV: Shows confidence in own organization, share correct information only,
DIS: one wrong step is fatal to organization.

3.                Be transparent
DIS: displays the weakness of the organization
ADV: fosters trust, opens organization to more feedback

4.                Take ownership
ADV: displays management leadership
DIS: others might assume boastfulness 

b. What is meant by the level of downtime tolerance?
The higher the criticality, the shorter the maximum tolerable downtime is likely to be. Downtime consists of two elements, the systems recovery time and the work recovery time.

c. How do you adopt a mixture of crisis strategies?

No one size fits all, strategies may change or alter to accommodate surprises, example from no deaths to many fatalities.

Advantages :
Answering any doubts that the public (those that are affected in the crisis) has & would let them know the reasons as well.

Disadvantages :
Company images goes down due to their error.

4. Take Ownership
Advantages :
A way to show that companies are willing to take the blame for the crisis has happened.

Disadvantages :
Public can make use of the company by blaming them for every mistake there is.


b. What is meant by the level of downtime tolerance?
- If your company lost access to some or all of its data, it's likely they'd be unable to continue operations until their data access was restored.

c. How do you adopt a mixture of crisis strategies?

 - Depends on the crisis itself. Not all strategies will work for every crisis. 

Disadvantages of being transparent - May leave the organization open for attack, getting more flak from the public, being faulted for every single issue.

4. Advantages of taking ownership - sense of ownership creates trust towards the public, also enhances the reputation of the organisation as being responsible for their own actions.

Disadvantages of taking ownership - can be quite taxing as responsibilities will pile up, leading to fatigue, stress, complacency (too much workload may result in taking shortcuts - decrease in quality and workmanship)

b. What is meant by the level of downtime tolerance?
- the availability to sustain non-operations while going through restoration and how it would affect the performance of the company/organisation
eg. the higher the criticality, the shorter the maximum tolerable downtime is likely to be. Downtime consists of two elements, the systems recovery time and the work recovery time.

c. How do you adopt a mixture of crisis strategies?

Every crisis is unique and it is important to be able to identify the precise strategy to take and the timing in which the strategies has to be employed. There will definitely be times where the execution of different strategies will overlap. At this juncture, control of release of timely and accurate information and any action taken, along with the organisation’s stand on the crisis will be vital in effectively steering its way along the waves of negativity that might emerge from a crisis.

Organizations are willing to respond to a crisis head-on and work positively and aggressively for a rapid resolution enjoy a higher survival rate after a crisis. There are sufficient cases to demonstrate that those who do nothing or stonewall have suffered severe consequences, especially their reputations.

Media or affected families might be irritated and annoyed if the information is misaligned or lacking, which will affect the reputation of the company

 

An effective offensive includes responding to the crisis and projecting an organizational position that demonstrates solutions of benefit to the organization, its employees, and the public. By taking the offensive, an organization may take advantage of the chance to advance a positive perception of your organization.

Disadvantages:
Organizations must be advised against going on the offensive during a crisis, as they may unintentionally prolong the issue or risk losing control when a modest answer could have resolved it swiftly and quietly.

 

Providing transparent, timely information helps organizations establish trust with interested parties to make decisions in their own best interests. Maintaining transparency during a crisis isn’t easy. Still, damage to your brand can be offset or minimized by adopting an open and accountable policy which can improve public perception in the long run.

Excessive sharing of information creates problems of information overload and can legitimize endless debate and second-guessing

 

By taking ownership, it shows that the organization will be fully responsible and accountable. It will help establish trust, and it assures that the organization is proactively finding the solution or steps towards one.

Disadvantages:

Unrealistic or high expectations might be set for the organization to handle the crisis, which can lead to failure of expectation.

 

The maximum time a business can tolerate the absence or unavailability of a particular business function

 

The success of crisis management depends on its ability to adapt and adapt to different strategies. Crisis management strategies are unique goal-oriented methods designed to help an organization deal with a sudden and significant adverse event. Through proper analysis and evaluation, strategies must have their advantages, disadvantages, effectiveness, and sustainability before acceptance.

3. What lessons can be learned from the handling of the two crises above? 

The company needs to be aware of the situation and address the issues immediately as soon as they occur. The company should not delay the issues as they may get worsen or even lead to other problems leading it too many more serious issues which can cause difficulty in managing it.

Both Malaysian and Vietnamese air traffic controllers delayed initiation of emergency procedures once communication could not be established with the aircraft following the crossover from one air space to another. This delayed any search-and-rescue response.

The air traffic controllers should have anticipated fast with the initiation of emergency procedures
For example, if the aircraft is cruising at 350 knots (about 650kph) when it makes its last handshake with the tracking system. In 15 minutes it could be anywhere in a search area with around a 300km diameter. 

·        Allow entry without delay, personnel required for search and rescue, accident investigation, repair, or salvage operation. Immediate entry.

·        Should only require a passport as a travel document for entry.

·        Visas should be processed on arrival if still required.

·        Transport to the accident site to be arranged for investigators if necessary.

·        Allow entry for aircraft, tools, spare parts, and equipment required for search and rescue.

·        Allow removal of damaged aircraft and equipment brought in for the search and rescue.

 

 

 

 

 

 

·     The Airbus A320-200, carrying 162 people from Surabaya in Indonesia to Singapore, was just over 40 minutes later when they lost contact.

 

·     Investigators, who initially indicated that prevailing lousy weather might have caused the crash, have since found that a faulty component and crew action were contributing causes.

·       Wreckage and bodies recovered floating some 16km (10 miles) from the plane's last known coordinates. A total of 106 bodies were eventually found, with the rest still unaccounted.

·       A report by the Indonesian weather agency initially said terrible weather was the "biggest factor" in the crash.

·       But an official report by transportation officials released in December 2015 found that a fault in the plane's rudder control system, along with crew action, contributed to the crash.

·       A crack in a tiny electronic module caused the system to send repeated warning alerts to the pilots, who responded by resetting the system.

·       This caused the autopilot to disengage, and the plane rolled to the left. The pilots struggled to the aircraft's right, which stalled and crashed.

·       The report found that the maintenance crew had previously known about the problem, which occurred 23 times in 2014, and resetting the system had been one of several methods used to address it.

·       AirAsia did not have permission to fly the Surabaya to Singapore route on the day of the accident. The airliner, however, was licensed to fly on four other days of the week.

·       Indonesia deployed a pinger locator to look for the plane's underwater locator beacon.

·       Flight recorders are designed to survive a crash and be submerged in water. They contain underwater locator beacons which emit so-called "pings" for at least 30 days.

·       The AirAsia flight's cockpit recorder was found on 13 January, a day after the recovery of the flight data recorder.

 

-       The Crisis Management Centre will be located at the base of the airline or the site of the crisis. 

b.    Who should lead the Crisis Management Centre?

The board of directors. (eg, CEO, Crisis Manager etc.)

c.    List the 3 key responsibilities that the Head of Crisis Management is in charge of. 

 

-       Coordinating the operational readiness of the airline or the organisation in the event of a crisis and establishing systems and procedures to handle the crisis. 

 

-       Assisting management in setting up command centre led by the CEO of the organisation to coordinate and direct airline responses to a crisis in case of a emergency to an aircraft en-route. 

 

-       Providing Providing a coordinating centre and therefore single source of information associated with a crisis and to co-ordinate all aspects pertinent to passengers and crew on board in the case of an airline. The CMC is divided into the Directorate and the Passenger Information Centre (PIC) and is headed by a Director and representatives from involved departments.

 

i.                 Strong Leadership 

ii.               Taking Ownership of the Situation 

iii.             Quick and Efficient Assessment of the Developing Situation 

iv.             Effective Media Management 

v.               Precise Information Management and Dissemination

vi.             Effective Coordination with authorities and all Stakeholders

vii.           Compassion, Genuine Care and Concern for victims and NOK

A good crisis management during the Response Phase will determine the effectiveness of the management during the Recovery Phase. 

ii) facilitate a command centre for management to coordinate, control and direct the company's responses to the crisis.

iii) provide a co-ordinating centre and therefore single source of information associated with the crisis and to co-ordinate all aspects pertinent to casualties and next-of-kin. 

3. Who should lead the Crisis Management Centre?

It should be led by the CEO, control and direct the airline's responses to a crisis

4. List the 3 key responsibilities that the Head of Crisis Management is in charge of. 

- Developing systems and procedures for the effective management of a crisis and coordinating the operational readiness of the airline or organisation to handle a crisis.

- Facilitate a command centre for management to coordinate, control and direct the company's responses to the crisis

- Providing a coordinating centre and therefore single source of information associated with a crisis and to co-ordinate all aspects pertinent to passengers and crew on board in the case of an airline.

- The quality of the actions taken in these early stages of the response phase can have a major impact on the safety of affected stakeholders

- Other stakeholders will lose trust if the organization takes too long in meeting the legitimate demands from the harmed stakeholders for actions that will reduce their harm

- the media will have a field day, accusing the organization of acting irresponsibly and ignoring the crisis

- showing concern for the victims and their kin is also considered one of the cornerstones of successful crisis communication

RECOVERY PHASE
- Learn from the event, manage public perception and restore any damage it has sustained to its legitimacy and reputation

-  return to normalcy, restoration of business, operation and image of organisation
- use crisis communication strategies to maintain their reputation and prevent the relationships they have with their stakeholders from further deteriorating
- Some organisations employ a cautious strategy of: respond & defend, take the offensive 

​- ultimately the key is to adapt a dynamic strategy that optimises the the effective management of the crisis 

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2) a.    Where should the Crisis Management Centre be Located?

- Located at the base of the airline or the site of the crisis.

b.    Who should lead the Crisis Management Centre?

- CEO, Crisis Manager

c.    List the 3 key responsibilities that the Head of Crisis Management is in charge of.

- Developing systems and procedures for effective management of a crisis and coordinating the operational readiness of the airline or organisation to handle a crisis.

- Facilitating a command centre for management to coordinate led by the CEO, control and direct the airline responses to a crisis and in the case of an airline to any of the company aircraft anywere enroute

- Providing a coordinating centre and therefore single source of information associated with a crisis and to coordinate all aspects pertinent to passengers and crews onboard in the case of an airline. The CIC is divided into the directorate and the passenger information centre and is headed by a director and representatives from involved departments

Who should lead the Crisis Management Centre?
Crisis Manager, CEO

List the 3 key responsibilities that the Head of Crisis Management is in charge of.
- Developing methods and processes for successful crisis management and coordinating the airline's or organization's operational readiness to tackle a crisis.

- Establishing a command center for management to coordinate, control, and direct airline reactions to a crisis, lead by the CEO, and in the event of an airline, to any of the company's planes anywhere en route.

- In the case of an airline, providing a coordinating center and therefore a single source of information related with a crisis, as well as organizing all elements essential to passengers and personnel aboard. The CIC is made up of two parts: a directorate and a passenger information center, and it is led by a director and officials from the many departments involved.

A manager controls a group or a set of entities to accomplish a goal. Managers usually are driven to set goals for their own organisation.  consistency and reliability is are one of the important attributes.

A strong leader are usually the ones that sets the goals to be achieved by the team mates, a strong leader takes ownership of the crisis/problem. Requiring inputs and involvements of the stakeholders to achieve a long term solution . As a leader, they must be firm with their decisions for everything to go smoothly.

A good leader is an individual who has integrity, accountability, empathy, humility, resilience, wisdom, influence, and positivity.

All in all, the main distinction between managers and leaders is that management is the result of people working for them while leadership is the result of people following them. Business owners who are successful must be both strong leaders and managers if they are to motivate their teams and influence them toward their vision of success.

1.2 a.    What are the qualities and characteristics found in a good Crisis Leader?
- Good coordinator
- Decisiveness
- Calm, courageous and positive
- Risk taker
- Responsible 
- Good at prioritising
- Ethical and civil minded

b.    List the skills including leadership and people skills that are required of a leader?

- Active Listening 
- Self - awareness
- Compassion and Empathy 

c.    What other competencies and attributes define a good leader?

- Ability to Delegate 
- Self-Awareness 
- Learning 
- Agility
- Sincere enthusiasm
- Decisiveness
- Great communication skills
- Loyalty

2) Who are your favorite leaders in government/industry today and why?

b) List the skills including leadership and people skills that are required of a leader?

c) What other competencies and attributes define a good leader?

 

b. List the skills including leadership and people skills that are required of a leader?

- Teamwork
- Empathy
- Decision Making
- Communication
- Positivity

 

c. What other competencies and attributes define a good leader?

- Reliability
- Creativity
- Critical Thinking
- Motivational
- Care and Concern

·        Create vision

·        Inspires and motivates towards innovations and excellence

·        Have followers

·        Take risks

·        Command respect

Managers

·        Follows procedures to attain results / KPI

·        Have workers

·        Control risks

·        Demand respect

·        Rely on existing and proven skills

1.      Ed Bastian

a.      Visible, approachable

b.      Servant leader

c.      Respected by majority of his employees

 

2.      Adolf Hitler

a.      Terrific oratory skills / charismatic

b.      Millions of Followers believed in his mission

c.      Inspires other rise of other leaders

 

3.      Arsene Wenger

a.      Visionary for the future of football

b.      Knowledgeable

afdals's heroes
President barrack obama
His leadership inspired a generation of young people to stand up and fight for what they believe in

Sir alex ferguson

Self-confidence
Great communication skills
Honesty and integrity

Bill Gates
great leaders in the world is someone who is an inspiration for all the innovators. Bill Gates is an American billionaire entrepreneur and philanthropist whose vision and leadership have inspired an entire generation of innovators

1.2 Discuss in your groups, identify and list as many qualities of a good leader as you can. 

·        Gives full attention / great listener

·        Always serving others first / servant leader

·        Approachable and can inspire the impossible

·        Quick response but calculated, no knee jerk reactions

·        Systematic, clear processes

 

·        Tun Dr Mahathir Mohamed – systematic approach to deal with 1997 economic crisis

·        Barack Obama - Second Amendment to the United States Constitution protects the right to keep and bear arms.

 

Respectful and welcoming of different ideas and strategies

Has a passion and hobby that the leader is known for doing outside of work

Charismatic

 

Predict – Anticipate everything that could go wrong with your agency. Identify the issues.

 

Position – Decide what your position will be on these issues.

 

Prevent – Take preventive measures.

 

Plan – In case prevention doesn’t work, prepare a plan for dealing with the crisis.

 

Persevere – Follow your plan and stick to your positions you have taken. See the crisis through in a thorough and professional manner.

 

Evaluate – If the plan is enacted, review the results to determine if there are other steps that can be taken to present the crisis from happening again.

b.    Position –  delegated duties to personnel. 

c.    Prevent –  have processes and procedures to safe guard assets 

d.    Plan – contingency planning with resources allocated and manpower 

e.    Persevere –  be firm to the plan, act accordingly 

f.     Evaluate – test run plan with different scenarios i.e. different types of crisis , and refine plans accordingly

Predict - Identify and expect everything that could go wrong with the organization / operations. Being prepared and well versed in many scenarios will prepare the organization to handle when the real crisis occurs.

Position - Using the scenarios and prediction, decide on the course of action would the organization take for each scenario in accordance to the best interest to the organization and well being of the employees.

Prevent - Take measures to prevent or lower the chances of possible crisis and reduce the impact during. This may require the installation of physical measures.

Plan - Be prepared to escalate the situation in the event preventing doesn't work, planning for the management of the crisis and how it would be handled beyond just planning for prevention

Persevere – Stick to your strategy and the positions you've chosen. Follow up on the crisis in a comprehensive and professional manner.

Evaluate – If the plan is put into practice, evaluate the results to see if there are any additional steps that can be taken to avoid the problem from recurring. Identify deficiencies and weaknesses of your plans..

a.    Predict –  Prepare for anything that might possibly go wrong with your company.
Determine the problems.

Example : Murphy's Law "Anything that can go wrong will go wrong."

b.    Position –  Make a decision about your stance on these subjects. Be the person-in-charge when needed critical thinking
Example : Depending on how critical is the situation.

c.    Prevent – Preventive steps should be taken. Always have a backup plan if one fails.

d.    Plan –  Prepare a strategy for dealing with the situation if prevention fails. Step by step process to mitigate the situation. 

e.    Persevere – Stick to your strategy and the positions you've chosen. Follow up on the situation in a comprehensive and professional manner.

f.      Evaluate –  If the strategy is implemented, evaluate the results to see if there are any further actions that can be taken to avoid the problem from reoccurring.

-       It is the only and most effective way of ensuring and reviewing that the processes and procedures put in place are operating and performing optimally and is able to adapt and conquer all types of crisis situations. Organizations must be prepared to manage complicated and destabilizing situations, including those that has not been predicted or imagined.


2. Who should participate in Crisis Management Exercises?

-           Crisis Management Team.


3. What are the steps to take when setting up a Crisis Management Exercise?

-         Step 1: define and set valid objectives of the exercise, taking into account the degree of maturity of the entity in terms of crisis management. This means that organization must set the exercise goals and objectives where it is ambitious but achievable targets. 

-       Step 2: Conduct macro scenario exercise that is adapted both to business context & objectives set. Potential scenarios are plenty and varied, depending on source (internal, external) & features (technical, economic, or social & organization) of the type of crisis selected. 

-       Step 3: Break down macro scenario into detailed timetable which shows flow of events faced by CMT during the exercise. Each scenario must be formulated concisely and precisely using terms specific to company thus allowing simulation to be organized and conducted in a way that is as close as possible with the organisation’s real business. 

-       Step 4: The live phase of the simulation is to play out the scenario as specified in the timetable. A co-coordinating group that represents both the outside world and other stakeholders within the organization sends the crisis teams being tested (via emails, phone calls, screen shots and press articles), the agreed stimulus in line with the pre-agreed timescales. Members of the crisis unit play their own role and observers in the crisis room record their observations for debriefing.  The simulation team ensures that no information leaves the domain of the crisis exercise, which helps to prevent a “real” crisis breaking out.

-       Step 5: Immediate debriefing is led by exercise director is conducted and strengths and weaknesses of the procedure will be highlighted and sent to members of CMT.

-       Observations made during exercise means potential vulnerabilities in organization is identified and subsequently becoming the object of a prioritized action plan. Organization must then review and establish, implement, monitor a plan of action to ensure resilience of system put in place. Effectiveness of the CMS must then be tested in future exercises. 

4. What are the Critical Component Tests & Validation for Crisis Management Exercise? 

-         Critical Data & Documents Recovery

-       Crisis Management Readiness Packs for various Crisis Management Operational Areas 

-       Contact Lists: Strategic, Operational, Essential

-       Contact & Deployment System: call tree, cascading system

5. How would you create a Crisis Management Call-up System (e.g. a Call Tree)?
List of Name and contact info.
Add emergency numbers.
Disseminate the right up to date information, keeping communication lines open, key employees are contacted first to inform of the crisis.
- Send emergency message to all staff and stakeholders immediately.
- provide questions/answers to staff and stakeholders, what to say and not to say when in contact with media.
- review and test out call tree regularly
 

b .Who should participate in Crisis Management Exercises?
Crisis management team (CMT), human resources, communications (internal and external), legal, logistics

c. What are the steps to take when setting up a Crisis Management Exercise?
1.  define and validate the objectives of the exercise
2.  macro scenario exercise that is adapted both to the business context and the objectives set.
3. macro scenario is then broken down into a detailed timetable which runs through each of the events that will be faced by the crisis management team or teams during the exercise.
4. live phase of the simulation is to play out the scenario as specified in the timetable.
5. End of the exercise, immediate debriefing led by exercise director

d. What are the Critical Component Tests & Validation for Crisis Management Exercise?

•Critical Data and Documents Recovery

•Crisis Management Readiness Packs for various Crisis Management Operational Areas

•Contact Lists

¤Essential

¤Strategic

¤Operational

•Contact and Deployment System

¤Call Tree

¤Cascading System

Use of hybrid between manual and automated would be ideal. Use of automated system to disseminate mass notification for information, real time updates and simple response. Utilize manual system to give attention to those who require more information, directives, and collect feedback. Manual system can be used to reach out to key appointment holders for status updates and specific directives.

The designated assigned leader shall contact either its upline /downline whichever based on the hirerachy and responsibility - usually for bigger organisation one person will be responsible for calling at least two others. And for those who are notified will create a chain effect and the process is repeated until everyone has been contacted. 

 Who should participate in Crisis Management Exercises?

Crisis management team (CMT), which consist of representatives from the highest levels of management within the company (members of the executive or management committee)

 What are the steps to take when setting up a Crisis Management Exercise?

1. Define and evaluate the exercise's objectives

2. Conduct a large scenario exercise

3. The scenario is then broken down into a precise itinerary that walks the crisis management team or teams through each of the events that will occur during the exercise.

4. Carry out the scenario according to the timetable.

 What are the Critical Component Tests & Validation for Crisis Management Exercise?

•Recovery of critical data and documents
•Ready-to-Use Crisis Management Packs for a variety of Crisis Management Operational Areas

 How would you create a Crisis Management Call-up System (e.g. a Call Tree)?

When a crisis occurs, a centralised monitoring system is activated, in which one person sends a message or makes a phone call to the ops center, which picks it up and activates the CMT.

Unofficially, with today's technology, whatsapp group massages or broadcast messages may be sent to everyone at once, and the CMT can pick it up right away.

·       Evaluate the preparedness

·       Identify planning and procedural deficiencies

·       Test or validate recently changed procedures or plans

·       Clarify roles and responsibilities

·       Obtain participant feedback and recommendations for program improvement

·       Measure improvement compared to performance objectives

·       Improve coordination between internal and external teams, organizations, and entities

·       Increase awareness and understanding of the crisis and the potential impacts.

·       Assess the capabilities of existing resources and identify needed resources.

It is essential to identify essential stakeholders from the start of the project.  It can be members of the crisis management team (CMT) who make the decisions. This team is usually made up of representatives from the highest levels of management within the company. It can also include operational staff.

1^st Step-Identify vital objectives. Plan a meeting bringing together the stakeholders and allocating roles and tasks for the design of the exercise.

2^nd Step-Plan and create a scenario. An aspect of scenario development is to decide on the necessary level of details and realism. Define it through a detailed timetable.

3^rdstep- Live simulation. This will stress test all elements of your organization's ability to respond to, manage, and recover from a significant crisis senior leadership team, all the way through corporate crisis management and communications teams to the operational elements of your organization, everyone involved gets something from the exercise.

4^th Step-Collect data and feedback. Organizing immediate feedback at the end of the exercise is strongly recommended as participants will still be preoccupied with the practice. Direct feedback collection allows observers to collect the principal elements and note any frustrations caused by the exercise. It also provides an opportunity to present the observed strengths and the areas for improvement. Finally, prepare an action report that identifies the actions to improve the crisis management plan.

Crisis management readiness packs for various Crisis management Operational Areas

·       Essential

·       Strategic

·       Operational

·       Call Tree

·       Cascading System

 

 

Manual method-The call-tree is a simple yet effective mechanism for quickly reaching out to employees. Usually, the coordinator invokes the call tree and communicates the message to, say, X number of employees using this plan for crisis communication (X typically ranges from three to seven). Each of these X employees then communicates with another X number of employees individually. Thus, the message is displayed to X2 employees in two iterations. Backups are identified at each level to ensure that employees' communication channels remain open.

Automated method- An automated method that enables coordinators to record a voice message that is then broadcast to all/select employees. Employees got to acknowledge this message through the phone. The system keeps re-trying until the employee is contacted; it even uses SMS messages to reach the employee.