Crisis Management

Tony Ridley MSc CSyP CAS MSyl & ChatGPT-4
Crisis Management
Tips, Tricks, Advice & Traps
2023
Crisis Management: Tips, Tricks, Advice & Traps 16 Mar 23
Table of Contents
Abstract ............................................................................................................................. 4
Introduc0on ....................................................................................................................... 4
What is crisis management? .............................................................................................. 4
What is crisis leadership? ................................................................................................... 5
What is 'public rela0ons'? .................................................................................................. 5
What is 'media management'? .......................................................................................... 6
What is 'mass media communica0ons' or 'mass media marke0ng'? ................................... 7
What are the differences, similari0es, overlaps and tensions between crisis management,
crisis leadership, public rela0ons, mass media communica0ons and mass media
marke0ng? ........................................................................................................................ 8
Differences: ................................................................................................................................ 8
Similari1es: ................................................................................................................................ 9
Overlaps:.................................................................................................................................... 9
Tensions: .................................................................................................................................... 9
What is the major difference between crisis management and crisis leadership? ............... 9
Is there any such thing as 'born leadership' or 'born leader'?............................................ 10
Are humans born with management skills, experience and exper0se? ............................. 10
So, crisis leadership and crisis management are not skills or experienced one is born with,
automa0cally acquires or mysteriously receives with each progressive promo0on? ......... 11
What is a crisis management plan? .................................................................................. 12
Why are crisis management plans important? ................................................................. 13
You men0oned before that crisis management crisis plans, skills, assump0ons and
expecta0ons should be 'exercised' or tested. If that is the norm or recommenda0on, how
frequently and why? ........................................................................................................ 14
What is a disaster recovery plan? ..................................................................................... 15
What is an emergency response plan? ............................................................................. 16
What is an incident management plan? ........................................................................... 17
What are the differences, similari0es, tensions and confusions between crisis management
plans, disaster recovery plans and incident management plans? ...................................... 18
Differences: .............................................................................................................................. 18
Similari1es: .............................................................................................................................. 18
Tensions and confusions: .......................................................................................................... 19
How or where does business con0nuity plans or planning come into all this? ................... 19
Are crisis management skills, experience and knowledge perishable or decay over 0me if
not u0lised or emphasised regularly? ............................................................................... 20
Tony Ridley MSc CSyP CAS MSyl & ChatGPT-4 2

What skills, experience, qualifica0ons and training does one require to be a crisis
management specialist, professional and/or expert? ....................................................... 21
What is the defini0on of 'expert', according to courts, professionals, industry or other
objec0ve terms of reference? ........................................................................................... 23
Therefore, there may be vicarious liability and other legal issues, including voiding
insurance, and professional indemnity if claiming to be an expert or using and 'expert' that
isn't? ................................................................................................................................ 24
Therefore, surviving, being involved in one or more or managing a 'crisis' doesn't' make
you an expert? ................................................................................................................. 25
What are your top 10 0ps when it comes to crisis management? ..................................... 25
What are your top 10 tricks when it comes to crisis management?................................... 26
What are your top 10 traps when it comes to crisis management? ................................... 27
Top 30 crisis management examples of success and failures in a ten year period. 2011 to
2021 ................................................................................................................................ 28
Successes: ................................................................................................................................ 29
Failures: ................................................................................................................................... 29
Mixed Results:.......................................................................................................................... 29
Summary ......................................................................................................................... 30
Conclusion ....................................................................................................................... 30

Abstract
In an era of growing uncertainty and complexity, the ability to manage crises effecLvely has
become a criLcal competency for organizaLons and governments alike. This arLcle offers a
comprehensive examinaLon of the core principles, strategies, and potenLal piOalls in crisis
management, with a focus on the pivotal role of preparedness, communicaLon, adaptability,
and stakeholder engagement. Drawing on a longitudinal and ethnographic analysis of 30
significant cases of crisis management successes and failures from 2011 to 2021, the arLcle
seeks to provide valuable insights and lessons that can be applied across diverse contexts. By
synthesizing these findings, the arLcle contributes to a deeper understanding of the key
factors that underpin successful crisis management and aims to support organizaLons and
governments in their efforts to enhance resilience and effecLvely address future challenges.
Introduc.on
This arLcle provides an overview of crisis management, examining its key components, best
pracLces, and common piOalls. It also highlights the importance of preparedness,
communicaLon, adaptability, and stakeholder engagement in effecLve crisis management.
AddiLonally, the arLcle analyzes 30 notable examples of successes and failures in crisis
management from 2011 to 2021, covering a range of natural disasters, corporate scandals,
and public health crises. These examples were chosen to illustrate the complexiLes and
challenges inherent in managing crises, as well as the potenLal consequences of both
successful and unsuccessful responses.
What is crisis management?

Crisis management is the process of idenLfying, preparing for, responding to, and recovering
from a crisis or an unexpected event that threatens the stability, reputaLon, or operaLons of
an organizaLon or a community. It involves a wide range of acLviLes and strategies designed
to miLgate the impact of the crisis and to protect the interests of the organizaLon and its
stakeholders. The main goal of crisis management is to minimize damages and ensure the
organizaLon's survival and recovery.
Crisis management typically involves several stages:
• Prevention and preparedness: Identifying potential risks and threats, and creating
contingency plans and protocols to address them. This includes implementing
preventive measures, establishing communication channels, and providing training for
employees and stakeholders.
• Detection and assessment: Monitoring the organization's environment for signs of

potential crises, and evaluating the severity and scope of the crisis once it occurs.
• Response: Implementing the predetermined plans and strategies to manage the crisis,
which may include mobilizing resources, coordinating with relevant parties, and
communicating with internal and external stakeholders.

• Recovery: Restoring normal operations, addressing any residual issues, and

conducting a post-crisis evaluation to learn from the experience and improve future
crisis management efforts.
EffecLve crisis management requires strong leadership, clear communicaLon, and the ability
to adapt to rapidly changing circumstances.
What is crisis leadership?

Crisis leadership refers to the ability of leaders to effecLvely guide, inspire, and manage an
organizaLon or a group of people during a crisis or an unexpected, high-stakes situaLon.
Crisis leadership involves making difficult decisions under pressure, maintaining clear
communicaLon with stakeholders, and taking decisive acLons to minimize the negaLve
impact of the crisis and to ensure the survival and recovery of the organizaLon.
Key aspects of crisis leadership include:
1. Decision-making: Crisis leaders must be able to make informed and timely decisions
in the face of uncertainty, ambiguity, and limited information. This may require
balancing short-term and long-term consequences, considering multiple stakeholders,
and prioritizing actions based on their potential impact.
2. Communication: Effective crisis leaders must maintain open, transparent, and

consistent communication with all stakeholders, including employees, customers,
partners, and the public. They must provide accurate information, address concerns,
and demonstrate empathy and understanding of the situation.
3. Adaptability and flexibility: Crisis situations are often unpredictable and can change
rapidly. Crisis leaders must be able to adapt their plans and strategies in response to
evolving circumstances and new information.
4. Resilience and emotional intelligence: Leading during a crisis can be emotionally

taxing and stressful. Effective crisis leaders must be able to manage their own
emotions and remain calm and composed under pressure, while also providing
support and encouragement to their team members.
5. Vision and direction: Crisis leaders need to create a sense of purpose and direction
for the organization, helping stakeholders understand the path forward and what steps
need to be taken to overcome the crisis.
6. Collaboration and coordination: In a crisis, leaders must work closely with various
stakeholders and groups, both internal and external, to ensure a coordinated and
effective response to the situation.
Crisis leadership is crucial for the successful management of a crisis, as it can help to
minimize damages, restore confidence, and guide the organizaLon towards recovery and
growth.
What is 'public rela.ons'?

Public relaLons (PR) is the pracLce of managing and shaping the communicaLon between an
organizaLon and its various stakeholders, including customers, employees, investors, media,
and the general public. The goal of PR is to create and maintain a posiLve image and
reputaLon for the organizaLon, as well as to foster goodwill and understanding between the
organizaLon and its audience.
PR involves a range of acLviLes and strategies, such as:
1. Media relations: Building relationships with journalists, editors, and other media
professionals to secure favorable coverage of the organization, its products, or
services in the press, television, radio, and online platforms.
2. Crisis communication: Developing and implementing plans to manage and respond

to negative events or crises that may impact the organization's reputation, operations,
or stakeholders.
3. Community relations: Engaging with local communities, nonprofit organizations,

and other groups to support social initiatives, address concerns, and create a positive
image for the organization.
4. Internal communication: Ensuring clear and effective communication within the

organization to keep employees informed, engaged, and aligned with the company's
goals and values.
5. Social media management: Using social media platforms to interact with

stakeholders, share information, and monitor conversations about the organization, its
industry, and its competitors.
6. Event management: Organizing and promoting events, such as product launches,

conferences, or community initiatives, to generate positive publicity and enhance the
organization's image.
7. Influencer relations: Collaborating with influencers and opinion leaders in relevant

fields to promote the organization's products or services and build credibility.
8. Government relations: Engaging with government officials and agencies to advocate

for policies and regulations that support the organization's interests.
Public relaLons professionals, someLmes referred to as PR specialists or communicaLon

experts, typically work in-house for organizaLons or at PR agencies that provide services to
mulLple clients. EffecLve PR requires strong communicaLon, interpersonal, and analyLcal
skills, as well as an understanding of the organizaLon's industry, target audience, and
compeLLve landscape.
What is 'media management'?

Media management refers to the process of strategically planning, organizing, and
controlling an organizaLon's interacLons with various media channels to achieve specific
communicaLon goals. It involves building and maintaining relaLonships with media
professionals, such as journalists, editors, and producers, to secure posiLve and relevant

coverage for the organizaLon, its products, or services. Media management is an essenLal
component of public relaLons and corporate communicaLon strategies.
Key aspects of media management include:
1. Media planning: Identifying the most suitable media channels, formats, and
opportunities for the organization's messages, considering factors such as target
audience, objectives, and budget.
2. Media relations: Establishing and maintaining relationships with media professionals

to facilitate the dissemination of the organization's messages and to ensure accurate
and favorable coverage.
3. Media monitoring: Tracking and analyzing media coverage of the organization, its
competitors, and its industry to assess the effectiveness of media management efforts,
identify opportunities and threats, and inform future strategies.
4. Content creation: Developing compelling stories, press releases, articles, and other
content that align with the organization's messaging and are likely to attract media
attention and coverage.
5. Crisis communication: Preparing for and responding to negative events or crises that
may impact the organization's reputation or operations, by managing media coverage
and ensuring the timely and accurate dissemination of information.
6. Spokesperson training: Preparing executives and other representatives of the

organization to effectively engage with the media, by providing guidance on
messaging, interview techniques, and media etiquette.
7. Media events: Organizing and promoting events such as press conferences, product
launches, or media tours to generate interest and coverage from the media.
EffecLve media management requires strong communicaLon, relaLonship-building, and

analyLcal skills, as well as a thorough understanding of the media landscape and the
organizaLon's industry and target audience. By proacLvely managing media interacLons,
organizaLons can enhance their visibility, credibility, and reputaLon, ulLmately contribuLng
to their overall success.
What is 'mass media communica.ons' or 'mass media marke.ng'?

Mass media communicaLons, also referred to as mass media markeLng, is the pracLce of
using mass media channels to convey messages, promote products, or create awareness for
a brand, organizaLon, or cause. Mass media channels typically have a broad reach and
include plaOorms such as television, radio, newspapers, magazines, billboards, and the
internet (e.g., websites, social media, digital ads, and email markeLng).
The primary goal of mass media communicaLons or markeLng is to reach a large and diverse
audience with a consistent and persuasive message, oên aiming to inform, entertain, or
influence the target audience's percepLon or behavior. It plays a vital role in promoLng
products, raising brand awareness, and shaping public opinion.

Key aspects of mass media communicaLons or markeLng include:
1. Strategy development: Identifying the target audience, defining communication

objectives, and crafting a compelling message that resonates with the audience.
2. Media planning: Selecting the most appropriate mass media channels, formats, and
timeframes to effectively deliver the message, considering factors such as audience
preferences, reach, frequency, and budget.
3. Content creation: Developing engaging and persuasive content, such as

advertisements, articles, videos, or images, tailored to the chosen media channels and
target audience.
4. Media buying: Negotiating and purchasing advertising space or airtime on the

selected mass media platforms, to ensure optimal exposure and reach for the message.
5. Monitoring and evaluation: Tracking the performance of mass media

communication campaigns, analyzing their impact on the target audience, and
adjusting strategies and tactics as needed to optimize results.
Mass media communicaLons and markeLng require a combinaLon of creaLvity, strategic

thinking, and an understanding of audience behavior and preferences. It is essenLal for
organizaLons and brands to effecLvely leverage mass media channels to build and maintain
a strong presence in the market, engage with their audience, and achieve their
communicaLon and markeLng goals.
What are the differences, similari.es, overlaps and tensions between

crisis management, crisis leadership, public rela.ons, mass media
communica.ons and mass media marke.ng?
Differences:
1. Focus: Crisis management and crisis leadership primarily deal with addressing and
miLgaLng the impact of a crisis or unexpected event, while public relaLons, mass
media communicaLons, and mass media markeLng are focused on shaping and
maintaining a posiLve image and reputaLon for an organizaLon or brand, both in
normal circumstances and during crises.
2. Scope: Crisis management encompasses a wide range of acLviLes and strategies

related to preparing for, responding to, and recovering from a crisis. Crisis leadership
is a specific aspect of crisis management that focuses on the role of leaders in
guiding an organizaLon through a crisis. Public relaLons is a broader discipline that
includes media management, community relaLons, internal communicaLons, and
more. Mass media communicaLons and markeLng are specific subsets of public
relaLons that concentrate on using mass media channels to deliver messages and
promote products or services.

Similarities:
1. Goal: All these disciplines share the common goal of protecLng and enhancing an
organizaLon's reputaLon, ensuring its stability, and maintaining strong relaLonships
with stakeholders.
2. Communica2on: EffecLve communicaLon is a key component in all these disciplines,

whether it's to convey accurate informaLon during a crisis, promote a posiLve image,
or market products and services.
3. Stakeholder engagement: Crisis management, crisis leadership, public relaLons, and

mass media communicaLons/markeLng all involve interacLng with various
stakeholders, including employees, customers, media, and the general public.
Overlaps:
1. Crisis communica2on: During a crisis, public relaLons and crisis management overlap
in the area of crisis communicaLon, where organizaLons must manage media
coverage and deliver accurate, Lmely, and consistent messages to stakeholders.
2. Media management: Crisis management and public relaLons both involve media
management, which includes building relaLonships with media professionals,
securing favorable coverage, and monitoring media coverage.
Tensions:
1. Informa2on control: During a crisis, organizaLons may need to balance the need for
transparency and openness (as expected in public relaLons and mass media
communicaLons) with the need to control the release of sensiLve informaLon to
protect the organizaLon's interests and reputaLon.
2. Short-term vs. long-term objec2ves: In crisis management and crisis leadership, the
immediate focus is on resolving the crisis and minimizing damage. This may
someLmes conflict with public relaLons or markeLng objecLves, which may aim to
maintain a posiLve image and promote the organizaLon's products or services in the
long run.
Despite the differences and potenLal tensions, all these disciplines are interconnected and
essenLal for organizaLons to effecLvely navigate crises, maintain a posiLve reputaLon, and
achieve long-term success.
What is the major difference between crisis management and crisis

leadership?
The major difference between crisis management and crisis leadership lies in their focus and
scope.

Crisis management is the broader process that involves the idenLficaLon, preparaLon,
response, and recovery from a crisis or unexpected event threatening an organizaLon's
stability, reputaLon, or operaLons. It encompasses various strategies, acLviLes, and tacLcs
aimed at minimizing the impact of the crisis and ensuring the organizaLon's survival and
recovery. Crisis management covers several stages, including prevenLon, detecLon,
response, and recovery, and involves coordinaLon among mulLple stakeholders.
Crisis leadership, on the other hand, is a specific aspect of crisis management that focuses
on the role and abiliLes of leaders during a crisis. It refers to how leaders guide, inspire, and
manage their organizaLon or team in navigaLng high-stakes, unpredictable situaLons. Crisis
leadership is about making tough decisions under pressure, maintaining clear
communicaLon with stakeholders, demonstraLng adaptability and resilience, and providing
a sense of vision and direcLon to help the organizaLon overcome the crisis.
In summary, crisis management is the overall process and set of strategies used to address a
crisis, while crisis leadership refers to the role and capabiliLes of leaders in guiding an
organizaLon through a crisis. EffecLve crisis leadership is an essenLal component of
successful crisis management.
Is there any such thing as 'born leadership' or 'born leader'?

The concept of a "born leader" suggests that certain individuals possess innate qualiLes or
traits that make them naturally suited for leadership roles. While there is some evidence to
suggest that certain personality traits, such as self-confidence, charisma, or resilience, may
be partly geneLc or inherent, it is widely accepted that effecLve leadership is a complex
combinaLon of both nature (inborn traits) and nurture (learned skills and experiences).
Research on leadership has idenLfied various qualiLes, skills, and competencies that
contribute to effecLve leadership, including emoLonal intelligence, communicaLon skills,
adaptability, decision-making, and the ability to inspire and moLvate others. Many of these
skills can be developed and improved over Lme through educaLon, training, experience, and
personal growth.
Moreover, different leadership styles may be more effecLve in different situaLons or

contexts, and what makes a successful leader in one situaLon may not necessarily translate
to success in another. As such, it is essenLal for leaders to be adaptable and willing to learn
and grow throughout their careers.
In conclusion, while certain inborn traits might provide a foundaLon for leadership, it is the
combinaLon of personal aeributes, acquired skills, experience, and the ability to adapt to
different situaLons that ulLmately determines an individual's success as a leader. So,
although some people may have a head start with certain traits, effecLve leadership is not
solely determined by being a "born leader" but rather a result of conLnuous learning,
development, and growth.
Are humans born with management skills, experience and exper.se?

Humans are not born with management skills, experience, or experLse. These abiliLes are
acquired and developed over Lme through a combinaLon of factors, such as educaLon,
training, personal experiences, and mentorship. While some individuals may possess innate
traits that contribute to their potenLal as effecLve managers, such as strong communicaLon
skills or emoLonal intelligence, these traits alone do not guarantee success in a
management role.
Developing management skills and experLse typically involves a combinaLon of formal

educaLon, such as degrees in business administraLon or management, and pracLcal
experience in the workplace. Many organizaLons offer training programs, workshops, and
seminars to help employees improve their management skills. AddiLonally, mentorship and
guidance from more experienced managers can provide invaluable insights and advice on
how to succeed in management roles.
In summary, while some people may have a natural inclinaLon or talent for management,
acquiring the necessary skills, experience, and experLse requires conLnuous learning,
pracLce, and personal development.
So, crisis leadership and crisis management are not skills or

experiences one is born with, automa.cally acquires or mysteriously
receives with each progressive promo.on?
That's correct. Crisis leadership and crisis management are not innate skills or experiences
that one is born with or automaLcally acquires as they progress in their career. Instead,
these skills and experiences are developed over Lme through a combinaLon of educaLon,
training, mentorship, and real-world experiences.
Individuals can learn and improve their crisis management and leadership abiliLes by:
1. Gaining knowledge: Studying crisis management and leadership theories, concepts,

and best practices can help individuals understand the dynamics and complexities of
crises and how to effectively navigate them.
2. Training and development: Participating in training programs, workshops, and

simulations can help individuals develop the skills and competencies needed for crisis
management and leadership, such as decision-making, communication, adaptability,
and emotional intelligence.
3. Learning from experience: Gaining hands-on experience in managing crises or

taking on leadership roles during challenging situations can help individuals refine
their skills, learn from mistakes, and build confidence in their ability to handle crises.
4. Mentorship and guidance: Learning from experienced leaders or crisis management

professionals can provide valuable insights, advice, and support in developing crisis
leadership and management skills.

5. Reflection and self-improvement: Regularly assessing one's performance,

identifying areas for growth, and actively working on self-improvement can help
individuals become more effective crisis leaders and managers over time.
As individuals progress in their careers and take on greater responsibiliLes, they may have
more opportuniLes to develop their crisis management and leadership skills through
exposure to challenging situaLons and access to resources and support. However, it is
essenLal to acLvely pursue learning and development in these areas, rather than assuming
that they will automaLcally or mysteriously develop with each promoLon.
What is a crisis management plan?

A crisis management plan is a comprehensive, documented strategy that outlines the
procedures and guidelines an organizaLon should follow when responding to a crisis or
unexpected event. The plan is designed to help organizaLons miLgate the impact of the
crisis, protect their reputaLon, and ensure the safety and well-being of their stakeholders. A
well-prepared crisis management plan enables organizaLons to respond quickly, effecLvely,
and consistently during a crisis, reducing confusion and uncertainty and improving the
chances of a successful recovery.
Key components of a crisis management plan typically include:
1. Crisis identification and assessment: A clear definition of what constitutes a crisis

for the organization, as well as processes for identifying and assessing the severity of
potential crises.
2. Crisis response team: A designated team of individuals responsible for managing the
crisis, including their roles, responsibilities, and contact information.
3. Communication protocols: Guidelines for internal and external communication

during a crisis, including how information should be shared, who should be informed,
and the roles and responsibilities of spokespersons.
4. Crisis response procedures: Step-by-step instructions for addressing the crisis,

tailored to different types of crises or scenarios that the organization may face.
5. Stakeholder management: Strategies for engaging with and addressing the concerns
of various stakeholders, including employees, customers, partners, media, and
regulators.
6. Media and public relations: Guidelines for managing media coverage, including
how to prepare press releases, handle interviews, and respond to misinformation or
negative publicity.
7. Recovery and follow-up: Plans for restoring normal operations, assessing the impact
of the crisis, and implementing corrective actions to prevent future crises.

8. Training and rehearsals: Regular training and simulation exercises to familiarize the
crisis response team and the organization with the crisis management plan and ensure
its effectiveness.
A crisis management plan should be regularly reviewed and updated to reflect changes in
the organizaLon, its environment, and emerging risks. OrganizaLons should also invest in
training and awareness programs to ensure that all employees are familiar with the plan and
know how to respond in the event of a crisis.
Why are crisis management plans important?

Crisis management plans are important for several reasons:
1. Minimize impact: A well-prepared crisis management plan can help organizations

minimize the impact of a crisis on their operations, reputation, finances, and
stakeholders. By outlining clear and effective response procedures, organizations can
act quickly to address the issue and mitigate potential damage.
2. Improve decision-making: In a crisis, decision-makers may be overwhelmed by

uncertainty and time pressures. A crisis management plan provides a structured
framework for decision-making, helping leaders make informed and rational choices
under challenging circumstances.
3. Enhance communication: Effective communication is critical during a crisis to

ensure that accurate and consistent information reaches all relevant stakeholders. A
crisis management plan establishes communication protocols and guidelines, reducing
the risk of miscommunication or misinformation, both internally and externally.
4. Protect reputation: A well-executed crisis management plan can help protect an

organization's reputation by demonstrating its preparedness, responsiveness, and
commitment to addressing the crisis. This can help maintain stakeholder trust and
confidence, which are crucial for an organization's long-term success.
5. Ensure safety and compliance: A crisis management plan can help organizations
prioritize the safety and well-being of their stakeholders, including employees,
customers, and the public. It can also ensure that organizations comply with relevant
laws, regulations, and industry standards during a crisis.
6. Facilitate recovery: By outlining clear recovery and follow-up procedures, a crisis

management plan can help organizations restore normal operations more quickly and
efficiently after a crisis. This can minimize long-term disruptions and financial losses.
7. Promote learning and resilience: Developing and maintaining a crisis management

plan encourages organizations to continually assess their risks, vulnerabilities, and
capabilities. This process can help organizations learn from past experiences, identify
areas for improvement, and build resilience against future crises.
In summary, crisis management plans are essenLal for organizaLons to effecLvely navigate
crises, protect their reputaLon, and ensure the safety and well-being of their stakeholders.

They provide a structured and proacLve approach to crisis response, promoLng

organizaLonal resilience and long-term success.
You men.oned before that crisis management crisis plans, skills,

assump.ons and expecta.ons should be 'exercised' or tested. If that is
the norm or recommenda.on, how frequently and why?
Exercising or tesLng crisis management plans, skills, assumpLons, and expectaLons is
essenLal to ensure their effecLveness and maintain an organizaLon's preparedness for
crises. The frequency of these exercises depends on several factors, including the
organizaLon's size, industry, risk profile, and the complexity of its crisis management plan.
However, it is generally recommended to conduct exercises and tests at least once a year, or
more frequently if significant changes occur in the organizaLon or its environment.
There are several reasons for regularly exercising and tesLng crisis management plans:
1. Identify gaps and weaknesses: Exercises help organizations uncover gaps,

weaknesses, or outdated information in their crisis management plans, allowing them
to make necessary adjustments and improvements.
2. Familiarize personnel: Regular exercises familiarize the crisis response team and
other employees with their roles, responsibilities, and procedures during a crisis,
improving their competence and confidence in handling real crisis situations.
3. Improve decision-making: By simulating crisis scenarios, exercises help decision-

makers practice making tough choices under pressure and gain a better understanding
of the consequences of their decisions.
4. Enhance communication: Exercises can help organizations refine their

communication protocols, identify potential bottlenecks or issues, and ensure that
information flows smoothly and accurately during a crisis.
5. Assess coordination and cooperation: Testing the crisis management plan allows
organizations to evaluate how well different departments, teams, and stakeholders
work together during a crisis, identifying areas where coordination and cooperation
can be improved.
6. Maintain stakeholder confidence: Demonstrating a commitment to crisis

preparedness through regular exercises can help maintain the confidence and trust of
stakeholders, including investors, customers, partners, and regulators.
7. Adapt to changes: Organizations and their environments are constantly evolving.

Regularly exercising crisis management plans ensures that they remain up-to-date and
aligned with the organization's current risks, capabilities, and context.
In conclusion, conducLng regular crisis management exercises and tests is crucial for
maintaining an organizaLon's preparedness for crises and ensuring the effecLveness of its
crisis management plan. These exercises help idenLfy areas for improvement, familiarize

personnel with their roles and responsibiliLes, and promote a culture of resilience and
preparedness within the organizaLon.
What is a disaster recovery plan?

A disaster recovery plan (DRP) is a documented set of procedures and guidelines that an
organizaLon follows to restore its criLcal systems, applicaLons, and infrastructure in the
event of a significant disrupLon or disaster. DisrupLons can be caused by various events,
such as natural disasters (e.g., hurricanes, floods, earthquakes), cyberaeacks, equipment
failures, or human error.
The primary goal of a disaster recovery plan is to minimize downLme, data loss, and
financial impact by ensuring the rapid resumpLon of essenLal business operaLons and the
restoraLon of IT systems and services. A well-prepared DRP can help organizaLons maintain
business conLnuity, protect their reputaLon, and ensure the ongoing availability of their
products and services.
Key components of a disaster recovery plan typically include:
1. Risk assessment and business impact analysis: An evaluation of potential risks and
their impact on the organization's operations, systems, and infrastructure to determine
which assets and processes are most critical to business continuity.
2. Recovery objectives: Clear definitions of the recovery time objective (RTO), which
is the maximum acceptable amount of time for restoring systems and services, and the
recovery point objective (RPO), which is the maximum tolerable amount of data loss.
3. Recovery strategies: Specific approaches and methods for restoring systems,

applications, and data in the event of a disruption, such as backup and restore,
redundancy, replication, or failover to alternative sites.
4. Disaster recovery team: A designated team of individuals responsible for

implementing the disaster recovery plan, including their roles, responsibilities, and
contact information.

during a disaster recovery process, including how information should be shared and
who should be informed.
6. Procedures and checklists: Step-by-step instructions for executing the disaster

recovery plan, tailored to different scenarios or types of disruptions.
7. Testing and maintenance: Regular testing and maintenance of the disaster recovery
plan to ensure its effectiveness and to keep it up-to-date with changes in the
organization's systems, infrastructure, and business requirements.
A disaster recovery plan should be closely aligned with the organizaLon's overall business
conLnuity plan and crisis management plan to ensure a comprehensive and coordinated
approach to handling disrupLons and crises. Regular reviews, updates, and tesLng of the

disaster recovery plan are crucial for maintaining its effecLveness and ensuring the
organizaLon's preparedness for unforeseen events.
What is an emergency response plan?

An emergency response plan (ERP) is a documented set of procedures and guidelines that an
organizaLon follows to effecLvely respond to and manage emergencies or unexpected
events that pose an immediate threat to people's safety, the environment, property, or
business operaLons. The primary goal of an emergency response plan is to protect life,
prevent injuries, minimize damage, and ensure a Lmely and coordinated response to
emergencies.
Emergency response plans are tailored to the specific needs, risks, and context of an
organizaLon and typically address various types of emergencies, such as natural disasters,
fires, chemical spills, workplace accidents, or security incidents.
Key components of an emergency response plan typically include:
1. Emergency identification and assessment: A clear definition of what constitutes an

emergency for the organization, as well as processes for identifying, assessing, and
classifying emergencies based on their severity and potential impact.
2. Emergency response team: A designated team of individuals responsible for

managing the emergency response, including their roles, responsibilities, and contact
information.
3. Emergency procedures: Step-by-step instructions for responding to different types

of emergencies, including evacuation, shelter-in-place, lockdown, or other protective
actions.

during an emergency, including how information should be shared, who should be
informed, and the roles and responsibilities of spokespersons.
5. Emergency resources and equipment: Identification and maintenance of resources

and equipment needed for emergency response, such as first aid kits, fire
extinguishers, personal protective equipment, or emergency generators.
6. Training and exercises: Regular training and drills for employees and the emergency
response team to familiarize them with the emergency response plan and ensure its
effectiveness.
7. Plan review and update: Periodic review and update of the emergency response plan
to reflect changes in the organization, its environment, or its risks.
An emergency response plan should be closely integrated with the organizaLon's overall
business conLnuity plan, crisis management plan, and disaster recovery plan to ensure a
comprehensive and coordinated approach to handling emergencies, crises, and disrupLons.

Regular reviews, updates, and tesLng of the emergency response plan are crucial for
maintaining its effecLveness and ensuring the organizaLon's preparedness for unforeseen
events.
What is an incident management plan?

An incident management plan is a documented set of procedures and guidelines that an
organizaLon follows to effecLvely idenLfy, respond to, and resolve incidents that may
disrupt normal business operaLons or pose a risk to the organizaLon's assets, reputaLon, or
stakeholders. Incidents can include events such as IT system failures, cybersecurity breaches,
equipment malfuncLons, workplace accidents, or other unexpected occurrences that
require prompt aeenLon and management.
The primary goal of an incident management plan is to ensure a Lmely, coordinated, and
effecLve response to incidents, minimizing their impact on business operaLons and
stakeholder well-being, and prevenLng their escalaLon into more serious crises or
emergencies.
Key components of an incident management plan typically include:
1. Incident identification and classification: A clear definition of what constitutes an

incident for the organization, as well as processes for identifying, reporting, and
classifying incidents based on their severity and potential impact.
2. Incident response team: A designated team of individuals responsible for managing

the incident response, including their roles, responsibilities, and contact information.
3. Incident response procedures: Step-by-step instructions for addressing different

types of incidents, including containment, investigation, mitigation, and resolution.

during an incident, including how information should be shared, who should be
informed, and the roles and responsibilities of spokespersons.
5. Incident tracking and documentation: Processes for tracking the progress of

incident resolution, documenting the incident's details, and maintaining records for
analysis, learning, and compliance purposes.
6. Post-incident review and improvement: Procedures for conducting post-incident

reviews to identify lessons learned, determine root causes, and implement corrective
actions to prevent future incidents.
7. Training and awareness: Regular training and awareness programs for employees
and the incident response team to familiarize them with the incident management plan
and ensure its effectiveness.
An incident management plan should be closely aligned with the organizaLon's overall
business conLnuity plan, crisis management plan, emergency response plan, and disaster

recovery plan to ensure a comprehensive and coordinated approach to handling incidents,

disrupLons, and crises. Regular reviews, updates, and tesLng of the incident management
plan are crucial for maintaining its effecLveness and ensuring the organizaLon's
preparedness for unforeseen events.
What are the differences, similari.es, tensions and confusions

between crisis management plans, disaster recovery plans and
incident management plans?
Crisis management plans, disaster recovery plans, and incident management plans all aim to
prepare organizaLons for unexpected events, disrupLons, or threats. However, they differ in
their focus, scope, and objecLves. Here are the differences, similariLes, tensions, and
confusions between these plans:
Differences:
1. Focus: Crisis management plans focus on managing the overall response to crises,
including decision-making, communication, and stakeholder engagement. Disaster
recovery plans focus on restoring IT systems, applications, and infrastructure
following a significant disruption. Incident management plans focus on addressing
specific incidents that disrupt normal business operations, such as IT system failures
or workplace accidents.
2. Scope: Crisis management plans are broader in scope, encompassing the

organization's overall approach to handling crises, including communication,
reputation management, and business continuity. Disaster recovery and incident
management plans are more focused on specific aspects of the organization's
operations, such as IT systems or workplace safety.
3. Objectives: Crisis management plans aim to protect the organization's reputation,

ensure stakeholder well-being, and maintain business continuity during a crisis.
Disaster recovery plans aim to minimize downtime, data loss, and financial impact by
restoring essential systems and infrastructure. Incident management plans aim to
resolve incidents promptly and effectively, minimizing their impact on business
operations and preventing escalation into more serious crises or emergencies.
Similarities:
1. Preparedness: All three plans aim to improve an organization's preparedness for

unexpected events and disruptions, ensuring a coordinated and effective response.
2. Risk assessment: All three plans typically involve a risk assessment process to
identify potential threats and vulnerabilities, helping organizations prioritize their
response efforts and allocate resources accordingly.

3. Response teams: Each plan typically involves a designated team responsible for
managing the response to crises, disasters, or incidents, with clear roles and
responsibilities outlined.
4. Communication protocols: All three plans usually include guidelines for internal
and external communication during emergencies, ensuring that accurate and
consistent information reaches relevant stakeholders.
Tensions and confusions:
1. Overlapping objectives: There may be confusion or overlap between the objectives

of crisis management, disaster recovery, and incident management plans, particularly
in situations where an incident or disruption evolves into a larger crisis or where
multiple plans need to be activated simultaneously.
2. Coordination challenges: Ensuring effective coordination and integration between

the different plans can be challenging, particularly in large or complex organizations.
3. Terminology: Different organizations may use different terminology or definitions

for these plans, leading to confusion about their specific objectives and scope.
To address these tensions and confusions, it is essenLal to clearly define the objecLves,
scope, and roles of each plan, and to ensure their alignment and integraLon with the
organizaLon's overall risk management and business conLnuity strategies. Regular reviews,
updates, and exercises can help maintain the effecLveness of these plans and ensure a
coordinated and seamless response to emergencies, disrupLons, and crises.
How or where does business con.nuity plans or planning come into

all this?
Business conLnuity planning (BCP) is a comprehensive process that helps organizaLons
prepare for, respond to, and recover from disrupLons or unexpected events that may impact
their ability to conduct normal business operaLons. It is an overarching approach that
encompasses various aspects of managing disrupLons, including crisis management, disaster
recovery, incident management, and emergency response.
Business conLnuity plans (BCPs) are designed to ensure that criLcal business funcLons can
conLnue during and aêr a disrupLon, minimizing downLme, financial losses, and damage
to an organizaLon's reputaLon. They aim to maintain the availability of essenLal services
and products, protect stakeholder interests, and support the organizaLon's long-term
viability.
Here's how business conLnuity planning relates to crisis management plans, disaster
recovery plans, and incident management plans:

1. Crisis Management Plans: BCPs typically include or are closely aligned with crisis
management plans. Crisis management plans focus on managing the overall response
to a crisis, including decision-making, communication, and stakeholder engagement.
Business continuity plans ensure that the organization can maintain critical operations
and services during a crisis.
2. Disaster Recovery Plans: BCPs often incorporate or are integrated with disaster
recovery plans. Disaster recovery plans focus on restoring IT systems, applications,
and infrastructure following a significant disruption. These plans are essential for
maintaining business continuity, as they ensure the rapid resumption of essential
services that rely on IT systems.
3. Incident Management Plans: BCPs generally include or are connected to incident

management plans, which focus on addressing specific incidents that may disrupt
normal business operations. Business continuity planning ensures that the
organization can continue its critical functions during and after incidents and helps
prevent incidents from escalating into larger crises.
4. Emergency Response Plans: BCPs often work in conjunction with emergency

response plans, which focus on protecting life, preventing injuries, and minimizing
damage during emergencies. Business continuity planning ensures that the
organization can maintain essential operations during emergencies, while emergency
response plans address immediate threats to people, property, and the environment.
In summary, business conLnuity planning is a comprehensive approach that encompasses

various aspects of managing disrupLons, including crisis management, disaster recovery,
incident management, and emergency response. By developing and maintaining a robust
business conLnuity plan, organizaLons can ensure their preparedness for unexpected
events, protect stakeholder interests, and maintain the availability of essenLal services and
products.
Are crisis management skills, experience and knowledge perishable or

decay over .me if not u.lised or emphasised regularly?
Crisis management skills, experience, and knowledge can indeed become perishable or
decay over Lme if not uLlized or emphasized regularly. Like many other skills, regular
pracLce and reinforcement are crucial to maintaining proficiency in crisis management.
Several factors contribute to the potenLal decay of these skills:
1. Memory and Retention: Without regular exposure to crisis management concepts,

procedures, and strategies, individuals may find it difficult to recall important details
or steps during an actual crisis.
2. Changes in the Organization or Environment: Organizations and their

environments constantly evolve, and crisis management strategies and plans may
become outdated or irrelevant if not reviewed and updated regularly. Regular practice
and emphasis on crisis management can help keep individuals up-to-date with
changes.

3. Skill Degradation: Skills and expertise in crisis management, like any other skill set,
can degrade over time if not practiced regularly. Decision-making, communication,
and leadership abilities may weaken if not exercised in the context of crisis
management.
4. Loss of Confidence: Without regular practice and emphasis on crisis management,

individuals may lose confidence in their ability to effectively respond to crises, which
can hinder their performance during a real crisis situation.
To maintain and even improve crisis management skills, experience, and knowledge,
organizaLons should prioriLze the following measures:
1. Regular Training: Provide ongoing training and development opportuniLes for

employees and the crisis management team to reinforce their skills and knowledge.
2. Exercises and Drills: Conduct regular crisis management exercises, simulaLons, and
drills to help individuals pracLce decision-making, communicaLon, and leadership
skills in realisLc scenarios.
3. Reviews and Updates: Periodically review and update crisis management plans,
strategies, and procedures to ensure their relevance and effecLveness in light of
organizaLonal or environmental changes.
4. Sharing Lessons Learned: Encourage sharing of lessons learned from past crises or
incidents, both within the organizaLon and with external stakeholders, to promote
conLnuous improvement and learning.
By acLvely focusing on crisis management skills, experience, and knowledge, organizaLons

can ensure that their teams are well-prepared and confident in handling real crisis
situaLons, ulLmately improving the organizaLon's resilience and ability to respond
effecLvely to crises.
What skills, experience, qualifica.ons and training does one require to

be a crisis management specialist, professional and/or expert?
Becoming a crisis management specialist, professional, or expert requires a combinaLon of
skills, experience, qualificaLons, and training that enable an individual to effecLvely guide an
organizaLon through crises and disrupLons. While the specific requirements may vary
depending on the industry, organizaLon, and role, some common skills, qualificaLons, and
training needed for a crisis management professional include:
1. Education: A bachelor's degree in a relevant field, such as business administration,

public relations, emergency management, or risk management, is often
required. Advanced degrees or certifications, such as a master's degree in
business continuity, crisis management, or a related field, can enhance credibility
and expertise.

2. Relevant Experience: Hands-on experience in crisis management, business

continuity, emergency management, or a related field is essential. This can include
experience in developing, implementing, and maintaining crisis management plans, as
well as participating in crisis response efforts.
3. Training and Certification: Professional certifications in crisis management,

business continuity, or related disciplines can demonstrate specialized knowledge and
expertise. Examples include the Certified Crisis Management Professional (CCMP),
Certified Business Continuity Professional (CBCP), or Associate/Fellow of the
Business Continuity Institute (ABCI/FBCI). Regular participation in relevant training
courses, workshops, and conferences can help stay current with industry best practices
and trends.
4. Leadership and Decision-Making Skills: Strong leadership abilities are critical for
guiding organizations through crises. This includes the ability to make difficult
decisions under pressure, inspire confidence in others, and effectively delegate tasks
and responsibilities.
5. Communication Skills: Excellent verbal and written communication skills are

essential for conveying critical information, providing clear guidance, and managing
stakeholder expectations during a crisis. Crisis management professionals should also
be adept at public speaking and media relations.
6. Analytical and Problem-Solving Skills: The ability to quickly analyze complex

situations, identify risks and vulnerabilities, and develop effective strategies for
mitigation and response is crucial in crisis management.
7. Interpersonal Skills: Building and maintaining relationships with stakeholders, such

as employees, management, suppliers, and emergency responders, is critical for
effective collaboration during a crisis. Empathy, active listening, and negotiation skills
are all valuable in this context.
8. Adaptability and Resilience: Crises are often unpredictable, requiring crisis

management professionals to be adaptable and resilient in the face of changing
circumstances and evolving threats.
9. Knowledge of Relevant Laws and Regulations: Familiarity with laws, regulations,

and industry standards related to crisis management, business continuity, and
emergency response is essential to ensure compliance and guide an organization's
response efforts.
10. Technical Skills: Depending on the industry or organization, specific technical skills
or expertise may be required, such as knowledge of cybersecurity, IT systems, or
specialized equipment.
By developing these skills, qualificaLons, and experience, individuals can build a strong
foundaLon for a career in crisis management and enhance their ability to help organizaLons
effecLvely navigate crises and disrupLons.

What is the defini.on of 'expert', according to courts, professionals,

industry or other objec.ve terms of reference?
The definiLon of an "expert" can vary depending on the context, industry, or profession.
However, in general, an expert is an individual who has acquired extensive knowledge, skills,
experience, or training in a specific subject maeer, discipline, or field, which enables them to
provide reliable and informed opinions, guidance, or analysis.
In legal contexts, such as courts, an expert witness is a person who possesses specialized
knowledge, skills, experience, or educaLon in a parLcular field that is relevant to the case at
hand. Expert witnesses are called upon to provide their opinion on technical or complex
maeers that are beyond the understanding of an average person. Courts may have specific
criteria for qualifying an individual as an expert witness, which can include:
1. Educational background: An expert may hold an advanced degree or professional

certification in their field of expertise.
2. Professional experience: An expert may have extensive practical experience in their

field, often demonstrated through a track record of work, publications, or projects.
3. Reputation: An expert may be widely recognized and respected by their peers for
their contributions to their field, such as awards, honors, or invitations to speak at
conferences.
4. Specialized training: An expert may have completed specialized training, courses, or

certifications that demonstrate their competence in a specific area of expertise.
In professional and industry contexts, the definiLon of an expert can also vary, but typically,
an expert is someone who has achieved a high level of proficiency or mastery in a specific
field or discipline, demonstrated through a combinaLon of educaLon, experience,
accomplishments, and recogniLon by their peers.
ObjecLve terms of reference for defining an expert may include:
1. Years of experience: The length of time an individual has spent working or studying
in a specific field, typically involving a progressive accumulation of knowledge and
skills.
2. Professional certifications or licenses: An expert may hold relevant professional

certifications or licenses that attest to their competence in a specific area.
3. Publications or research: An expert may have a history of publishing articles, books,

or research papers in their field, which contributes to their recognition as an authority
on the subject matter.
4. Teaching or mentoring: An expert may be engaged in teaching, training, or

mentoring others in their field, which can further enhance their reputation and
credibility.

UlLmately, the defini2on of an expert can depend on various factors, such as the context,
industry, or profession in ques2on. However, the key underlying characterisLc is that an
expert has acquired extensive knowledge, skills, experience, or training in a specific area,
which enables them to provide informed and reliable guidance or opinions.
Therefore, there may be vicarious liability and other legal issues,

including voiding insurance, and professional indemnity if claiming to
be an expert or using and 'expert' that isn't?
Yes, there can be legal implicaLons, including vicarious liability and potenLal voiding of
insurance or professional indemnity coverage, if an individual falsely claims to be an expert
or if an organizaLon relies on an individual who is not a true expert in the relevant field.
Some potenLal legal issues include:
1. Vicarious liability: In some cases, an organization can be held vicariously liable for
the actions or omissions of its employees, agents, or contractors, including those who
claim to be experts. If an individual falsely claims to be an expert, and their actions or
advice cause harm or damages, the organization may be held responsible.
2. Professional negligence: If a person claims to be an expert and provides advice or

services that fall below the expected standard of care for their profession, they may be
held liable for professional negligence. This can result in financial losses or other
damages for the affected parties.
3. Voiding insurance coverage: Many insurance policies, including professional

indemnity insurance, require policyholders to act in good faith and provide accurate
information about their qualifications, skills, and experience. If an individual falsely
claims to be an expert or if an organization knowingly relies on someone who is not a
true expert, the insurer may void coverage or deny a claim if a loss occurs.
4. Breach of contract: In cases where an individual or organization contracts with

another party for expert services, a false claim of expertise may result in a breach of
contract, exposing the party who misrepresented their qualifications to potential
damages.
5. Loss of professional reputation: An individual or organization that falsely claims

expertise or relies on an unqualified expert can suffer significant harm to their
professional reputation, which can have long-lasting consequences for their career or
business.
To minimize the risk of these legal issues, it is essenLal for individuals to be honest about
their qualificaLons and experLse, and for organizaLons to thoroughly vet and verify the
credenLals of any experts they engage. This can help ensure that expert advice and services
are provided at the appropriate standard of care, protecLng both the organizaLon and the
individuals involved from potenLal legal and financial consequences.

Therefore, surviving, being involved in one or more or managing a

'crisis' doesn't' make you an expert?
That's correct.
While surviving, being involved in, or managing one or more crises can provide valuable
experience and insight, it does not automaLcally make someone an expert in crisis
management. ExperLse generally requires a combinaLon of in-depth knowledge, skills,
training, and extensive experience in a specific field or discipline.
Merely being involved in a crisis may not provide a comprehensive understanding of the
principles, strategies, and best pracLces for effecLvely managing crises. To be considered an
expert in crisis management, an individual should typically have:
1. Education: A solid educational background in a relevant field, such as business

administration, public relations, emergency management, or risk management.
2. Training and Certification: Professional certifications or specialized training in

crisis management or related disciplines, demonstrating a commitment to mastering
the subject matter.
3. Extensive Experience: A proven track record of successful crisis management, with

hands-on experience in developing, implementing, and maintaining crisis
management plans and strategies.
4. Reputation: Recognition and respect from peers and the broader professional
community for their knowledge, skills, and accomplishments in crisis management.
5. Continuous Learning: Engagement in ongoing professional development, such as

attending conferences, workshops, or training programs, to stay current with best
practices and emerging trends in crisis management.
While experiencing a crisis can provide valuable lessons and help develop skills, becoming an
expert in crisis management typically requires a more comprehensive and systemaLc
approach, involving educaLon, training, and extensive experience in the field.
What are your top 10 .ps when it comes to crisis management?

Here are my top 10 Lps for effecLve crisis management:
1. Prepare a crisis management plan: Develop a comprehensive plan that outlines the
processes, procedures, and communication channels to be followed during a crisis.
Regularly review and update the plan to ensure its relevance and effectiveness.
2. Establish a crisis management team: Assemble a team of individuals with the right
skills and expertise to manage crises. Clearly define roles and responsibilities within
the team and ensure all members are well-trained and prepared for their roles.

3. Regular training and exercises: Conduct regular training sessions and crisis
simulations to help the crisis management team and employees practice their skills,
identify gaps or weaknesses, and improve overall preparedness.
4. Develop a communication strategy: Create a clear communication strategy for both

internal and external stakeholders, ensuring timely and accurate information
dissemination during a crisis. Identify spokespersons, develop key messages, and
establish a process for updating and communicating information as the situation
evolves.
5. Monitor and anticipate risks: Regularly monitor the organization's internal and
external environment to identify potential risks and vulnerabilities. Develop
contingency plans to address these risks and minimize their impact on the
organization.
6. Be adaptable and flexible: Recognize that crises are often unpredictable and
dynamic. Be prepared to adapt your crisis management approach and strategies as the
situation changes, and be flexible in responding to new challenges and opportunities.
7. Prioritize safety and well-being: During a crisis, prioritize the safety and well-being
of your employees, customers, and other stakeholders. Implement measures to protect
their health and safety, and provide support as needed.
8. Maintain transparency and accountability: Be transparent and open in your

communication with stakeholders during a crisis. Acknowledge any mistakes or
shortcomings, and demonstrate your commitment to addressing them and learning
from the experience.
9. Leverage technology and tools: Utilize technology and tools, such as crisis
management software, social media monitoring, and mass notification systems, to
enhance your organization's ability to manage and respond to crises effectively.
10. Learn from past experiences: After a crisis has been resolved, conduct a thorough
review and analysis of the event. Identify lessons learned, and implement changes and
improvements to your crisis management plans, processes, and strategies based on
these insights.
By following these tips, organizations can enhance their crisis management

capabilities, improve their resilience, and better navigate the challenges and
disruptions that crises can bring.
What are your top 10 tricks when it comes to crisis management?

While "tricks" may not be the most accurate term for addressing crisis management, here
are ten tacLcs or best pracLces that can help organizaLons effecLvely handle crises:
1. Stay calm and composed: During a crisis, emotions can run high, so it's essential to
remain calm and composed. This will enable clear thinking and help you make better
decisions under pressure.

2. Gather accurate information: Quickly gather as much accurate and reliable

information as possible about the crisis. This will allow you to assess the situation,
understand its implications, and make informed decisions.
3. Activate the crisis management plan: As soon as a crisis is identified, activate your
crisis management plan, which should have been developed and tested beforehand.
This will help ensure a coordinated response and minimize confusion.
4. Communicate early and often: Communicate with internal and external

stakeholders as soon as possible, even if you don't have all the information. This helps
to maintain trust, reduce speculation, and ensure stakeholders are informed throughout
the crisis.
5. Use a centralized information hub: Create a centralized information hub, such as a

dedicated webpage or social media channel, where stakeholders can access accurate
and up-to-date information about the crisis.
6. Demonstrate empathy and concern: Show genuine empathy and concern for those
affected by the crisis. This helps to humanize your organization and foster goodwill
among stakeholders.
7. Coordinate with external partners: Collaborate and coordinate with external

partners, such as first responders, government agencies, or industry peers, to share
resources and expertise during the crisis response.
8. Stay ahead of the narrative: Monitor traditional and social media closely to stay
informed about the public's perception of the crisis and your organization's response.
This will allow you to address misinformation and shape the narrative more
effectively.
9. Maintain a long-term perspective: While dealing with the immediate challenges of

a crisis, keep a long-term perspective in mind. Consider the potential long-term
impacts and consequences of your actions and decisions during the crisis response.
10. Conduct a post-crisis review: After the crisis has been resolved, perform a thorough
review to identify lessons learned and areas for improvement. This will help
strengthen your organization's crisis management capabilities and enhance resilience
for future crises.
These tacLcs or best pracLces can help organizaLons effecLvely manage crises and
minimize their negaLve impacts while maintaining trust and credibility with
stakeholders.
What are your top 10 traps when it comes to crisis management?

There are several common traps or piOalls organizaLons can fall into during crisis
management. Being aware of these can help organizaLons avoid them and improve their
crisis response. Here are the top 10 traps to watch out for:

1. Lack of preparedness: Failing to develop a crisis management plan, assemble a

crisis management team, or conduct regular training and exercises can leave
organizations ill-prepared to respond effectively to a crisis.
2. Poor communication: Inadequate or untimely communication with internal and

external stakeholders can lead to confusion, misinformation, and a loss of trust in the
organization.
3. Denial or downplaying the crisis: Ignoring or downplaying the severity of a crisis

can result in delayed action, exacerbating the situation and potentially causing greater
harm.
4. Failure to adapt: Rigidly sticking to a predetermined plan, rather than adapting to the
evolving nature of a crisis, can hinder an organization's ability to respond effectively
and efficiently.
5. Over-reliance on technology: While technology can be a valuable tool in crisis

management, over-reliance on it can lead to complacency and potential vulnerabilities
if technology fails or is compromised during a crisis.
6. Lack of transparency: Failing to be open and honest about the crisis and the
organization's response can erode trust and credibility among stakeholders.
7. Reactive rather than proactive approach: Waiting for a crisis to happen before
taking action can result in greater damage and slower recovery. A proactive approach
involves identifying potential risks, developing contingency plans, and mitigating
vulnerabilities before a crisis occurs.
8. Inadequate resource allocation: Insufficient resources dedicated to crisis

management, including personnel, equipment, and funding, can hinder an
organization's ability to respond effectively.
9. Neglecting stakeholder needs: Focusing solely on the organization's interests and

ignoring the needs of stakeholders, such as employees, customers, or community
members, can lead to lasting reputational damage and a loss of trust.
10. Failure to learn from past experiences: Not taking the time to analyze and learn
from past crises can result in organizations repeating the same mistakes and being
unprepared for future crises.
Being aware of these traps and taking steps to avoid them can help organizaLons strengthen
their crisis management capabiliLes and beeer navigate the challenges that crises present.
Top 30 crisis management examples of success and failures in a ten

year period. 2011 to 2021
Here is a list of notable crisis management examples from 2011 to 2021, including both
successes and failures:

Successes:
1. Japan's response to the 2011 Tōhoku earthquake and tsunami
2. Johnson & Johnson's response to the 2010 Tylenol recall (technically outside the ten-
year period, but sLll relevant)
3. Starbucks' response to the 2018 racial bias incident in Philadelphia
4. Thai government and internaLonal collaboraLon during the 2018 Thai cave rescue
5. Ford's response to the 2016 Kuga vehicle fires in South Africa
6. Qantas' response to the 2010 A380 engine failure
7. The European Union's response to the 2012 Eurozone crisis
8. Tesla's response to the 2018 Model S Autopilot accident
9. Airbnb's response to the 2013 racial discriminaLon claims
10. Carnival Cruise Line's response to the 2013 Triumph cruise ship incident
Failures:
1. BP's response to the 2010 Deepwater Horizon oil spill (technically outside the ten-
year period, but sLll relevant)
2. Equifax's response to the 2017 data breach
3. United Airlines' response to the 2017 passenger removal incident
4. Volkswagen's response to the 2015 Dieselgate scandal
5. Malaysia Airlines' response to the 2014 MH370 disappearance
6. Facebook's response to the 2018 Cambridge AnalyLca scandal
7. Sony's response to the 2014 cyberaeack
8. General Motors' response to the 2014 igniLon switch recall
9. Target's response to the 2013 data breach
10. The Brazilian government's response to the 2016 Zika virus outbreak
Mixed Results:
1. The global response to the COVID-19 pandemic (successes and failures)
2. The U.S. government's response to Hurricane Sandy in 2012 (successes and failures)
3. Samsung's response to the 2016 Galaxy Note 7 baeery fires (iniLal failure, followed
by a successful recall)
4. The UK government's response to the 2017 Grenfell Tower fire (failures in
prevenLon, successes in response)
5. The Australian government's response to the 2019-2020 bushfires (successes and
failures)
6. The Chinese government's response to the 2015 Tianjin chemical explosions
(successes in emergency response, failures in transparency)
7. The Indian government's response to the 2013 Uearakhand floods (successes and
failures)
8. The South African government's response to the 2018 Cape Town water crisis
(successes and failures)
9. The Italian government's response to the 2012 Costa Concordia disaster (successes in
rescue operaLons, failures in prevenLon)

10. The French government's response to the 2015 Paris terrorist aeacks (successes in
security response, failures in prevenLon)
This list includes a mix of natural disasters, technological failures, corporate scandals, and
public health crises. In each case, the success or failure of crisis management can oên be
aeributed to factors such as preparedness, communicaLon, transparency, and adaptability.
Summary
This arLcle provided an overview of crisis management, examining its key components, best
pracLces, and common piOalls. It also highlighted the importance of preparedness,
AddiLonally, the arLcle analyzed 30 notable examples of successes and failures in crisis
Conclusion
This arLcle provided an overview of crisis management, examining its key components, best
pracLces, and common piOalls. It also highlighted the importance of preparedness,
AddiLonally, the arLcle analyzed 30 notable examples of successes and failures in crisis
Tony Ridley, MSc CSyP MSyI & ChatGPT-4
Risk, Resilience, Safety, Security & Management Sciences (Applied)
Risk Management Security Management Crisis Management
Risk, Security, Safety, Resilience & Management Sciences (Tony Ridley, MSc CSyP
MSyI M.ISRM)
Note: This is another socio-technical engagement. That is, Tony (Human) sat down
with a technical tool (ChatGPT-4), to discuss the subject matter. In other words, Tony
asked the questions, guided the inquiry, and ChatGPT-4 provided its thoughts,
findings and analysis.

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Tony Ridley MSc CSyP CAS MSyl & ChatGPT-4

Tony Ridley MSc CSyP CAS MSyl & ChatGPT-4 2

Tony Ridley MSc CSyP CAS MSyl & ChatGPT-4 3

What is crisis management?

• Detection and assessment: Monitoring the organization's environment for signs of

Tony Ridley MSc CSyP CAS MSyl & ChatGPT-4 4

• Recovery: Restoring normal operations, addressing any residual issues, and

What is crisis leadership?

2. Communication: Effective crisis leaders must maintain open, transparent, and

4. Resilience and emotional intelligence: Leading during a crisis can be emotionally

What is 'public rela.ons'?

Tony Ridley MSc CSyP CAS MSyl & ChatGPT-4 5

2. Crisis communication: Developing and implementing plans to manage and respond

3. Community relations: Engaging with local communities, nonprofit organizations,

4. Internal communication: Ensuring clear and effective communication within the

5. Social media management: Using social media platforms to interact with

6. Event management: Organizing and promoting events, such as product launches,

7. Influencer relations: Collaborating with influencers and opinion leaders in relevant

8. Government relations: Engaging with government officials and agencies to advocate

Public relaLons professionals, someLmes referred to as PR specialists or communicaLon

What is 'media management'?

Tony Ridley MSc CSyP CAS MSyl & ChatGPT-4 6

2. Media relations: Establishing and maintaining relationships with media professionals

6. Spokesperson training: Preparing executives and other representatives of the

EﬀecLve media management requires strong communicaLon, relaLonship-building, and

What is 'mass media communica.ons' or 'mass media marke.ng'?

Tony Ridley MSc CSyP CAS MSyl & ChatGPT-4 7

Key aspects of mass media communicaLons or markeLng include:

1. Strategy development: Identifying the target audience, defining communication

3. Content creation: Developing engaging and persuasive content, such as

4. Media buying: Negotiating and purchasing advertising space or airtime on the

5. Monitoring and evaluation: Tracking the performance of mass media

Mass media communicaLons and markeLng require a combinaLon of creaLvity, strategic

What are the diﬀerences, similari.es, overlaps and tensions between

2. Scope: Crisis management encompasses a wide range of acLviLes and strategies

Tony Ridley MSc CSyP CAS MSyl & ChatGPT-4 8

2. Communica2on: EﬀecLve communicaLon is a key component in all these disciplines,

3. Stakeholder engagement: Crisis management, crisis leadership, public relaLons, and

What is the major diﬀerence between crisis management and crisis

Tony Ridley MSc CSyP CAS MSyl & ChatGPT-4 9

Is there any such thing as 'born leadership' or 'born leader'?

Moreover, different leadership styles may be more effecLve in different situaLons or

Are humans born with management skills, experience and exper.se?

Tony Ridley MSc CSyP CAS MSyl & ChatGPT-4 10

Developing management skills and experLse typically involves a combinaLon of formal

So, crisis leadership and crisis management are not skills or

1. Gaining knowledge: Studying crisis management and leadership theories, concepts,

2. Training and development: Participating in training programs, workshops, and

3. Learning from experience: Gaining hands-on experience in managing crises or

4. Mentorship and guidance: Learning from experienced leaders or crisis management

Tony Ridley MSc CSyP CAS MSyl & ChatGPT-4 11

5. Reflection and self-improvement: Regularly assessing one's performance,

What is a crisis management plan?

Key components of a crisis management plan typically include:

1. Crisis identification and assessment: A clear definition of what constitutes a crisis

3. Communication protocols: Guidelines for internal and external communication

4. Crisis response procedures: Step-by-step instructions for addressing the crisis,

Tony Ridley MSc CSyP CAS MSyl & ChatGPT-4 12

Why are crisis management plans important?