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No claim to original U. Government works Printed in the United States of America on acid-free paper 10 9 8 7 6 5 4 3 2 1. This book contains information obtained from authentic and highly regarded sources.
Reprinted material is quoted with permission, and sources are indicated. A wide variety of references are listed. For permission to photocopy or use material electronically from this work, please access www. For organizations that have been granted a photocopy license by the CCC, a separate system of payment has been arranged. Devlin, Edward S. Includes bibliographical references and index. ISBN alk. Crisis management.
D His previous book, Business Resumption Planning, has served as a standard in this industry. It has stood the test of time and contains must-read information for anyone interested in resuming business operations following a disaster. In this evolving industry, it is rare to find advice and information that remains a constant throughout the years. It is a subject that has often been overlooked and misunderstood in our industry. With all these uses, it is no surprise that practitioners and executives are confused as to what it means.
Devlin defines crisis management planning as the role of senior exec- utives to effectively manage a crisis when one strikes. It sounds like a simple, straightforward process. But as those in the business continuity industry know, a simple definition does not mean a simple process. Devlin provides a clear, concise, and complete look at crisis manage- ment planning. He imparts his years of experience and knowledge to give us a look at the entire process.
I have been blessed to know Devlin for more than 20 years. We have had a wonderful working relationship and a long-standing friendship.
I have always admired his tenacity, his longevity, and his willingness to do anything for the good of the contingency planning industry. During his 30 years of service to our industry, he pioneered much of the terminology and technology we still use today. He also introduced the first conference dedicated to business.
But he has done so much more. He is a leader, a mentor, an educator, and a friend. Some 15 years ago, I suffered a stroke that affected my speaking abilities. Devlin helped me through some very tough times and continues to serve as an announcer at Disaster Recovery Journal annual conferences. He has been the voice that has welcomed our attendees and introduced our speakers.
And he has served as the voice of reason in many other industry projects. Like his first book, Business Resumption Planning, Devlin serves as a standard in our industry.
From his early days in data processing through his years as co-founder of Devlin Associates and into the present day, Devlin has been known for his reliability, his knowledge, and his innovativeness. With this book, Devlin has again forged new ground by daring to define an often-misunderstood term. One of the key complaints I have heard throughout the years is the misuse and misguided use of industry terminology.
In a conference workshop Devlin co-conducts, he does an excellent job of explaining how and why the terms have evolved to keep up with the changes in the planning industry. There are not many people who could manage this task. In this book, Devlin gives us not only a clear definition of crisis management planning terminology, but also solid, clear-cut examples of its importance. He uses his extensive industry history to provide details on the types of crises an organization might face, the actions to take when a crisis occurs, and he shares examples of organizations that have thorough plans in place.
He has spent years working in our industry — as a consultant, a manager, a speaker, an author, and a conference presenter. During that time, he has witnessed, worked with, and written about numerous disasters, recoveries, and emergency response events. I can think of no one better to help us understand the crisis management planning process. I plan to add this book as a staple in my business continuity library.
I know I will refer to it often. I think of this book in the same terms that I have used to describe Devlin: reliable, informative, insightful, and enlightening. I hope the readers enjoy it as much as I have. Richard L. By this I mean that as part of the BCP, senior management has included the actions they expect they will take when faced with a critical situation i.
I have been very fortunate to be able to work with CEOs and their key executives during my years with Devlin Associates Inc. With this book, I am attempting to share with other BCP professionals how I have worked with the senior management of organizations to encourage them to participate in the BCP — by documenting the actions they anticipate using when faced with a situation.
Section 1. Chapter 3 explains the stages of a crisis. Chapter 4 discusses the four steps needed to manage a crisis. Finally, it explains why it is important for the EMT to apologize, or make changes to recoup losses sustained during the crisis or disaster. It discusses the types of executives that would normally be represented on the CMT and how they would carry out the four steps needed in managing a crisis from Chapter 4.
It also mentions how the CMT would carry out their responsibilities if their offices were affected by the same disaster that affected key business units of the organization. Chapter 6 also provides examples of Service Level Agreements from each of the CMT members discussed in the chapter, i. This element of the Crisis Management Plan is so important that it deserves a chapter of its own.
The chapter explains why an organization needs to have a CCP at the ready before a crisis strikes. It discusses the importance of having a clearly defined policy; who could, or who should, be on the CCT; and the importance of having members of the team trained to deal with the media.
Chapter 8 discusses developing the Crisis Management Plan. It points out the role of the BCP professional in the development of the plan and presents a couple of methodologies that can be used in finalizing the CMP.
Chapter 9 details information relating to the Command Center, its functions, considerations, location s , and resources needed. Chapter 10 discusses the importance of exercising the Crisis Management Plan. It covers the Exercise Responsibilities of the Crisis Management Admin- istrator, the planning involved before attempting to exercise the CMT, and the value of the exercises using actual examples.
In summary, with the information presented in the book, especially the roles of the EMT and CMT during a crisis, the Business Continuity professional, or any reader, should be able to craft a Crisis Management Plan that the executives of an organization will actively support.
Edward S. Devlin is a leading consultant, author, instructor, and speaker in the field of Business Continuity and Business Resumption Planning. He co-founded Devlin Associates Inc. From to the present, Devlin has assisted well over a thousand companies worldwide in the development or enhancement of their Business Conti- nuity programs.
During his 29 years in the industry, he has pioneered much of the philosophy, procedures, and nomenclature used in the industry today.
Good crisis management should involve more than simply trying to minimize danger to an organization; it should also seek to maximize every possible opportunity. Good crisis managers achieve both. Gabis used as examples the Tylenol incident and the Exxon-Alaska incident. Instead, the company not only retained consumer confidence, but today Tylenol has a larger share of the market than it did before the scare.
Gabis is an attorney specializing in health care law and crisis management with the Philadelphia law firm of Gollatz, Griffin, Ewing McCarthy. Therefore, when referring to the members of the Crisis Management Team throughout the book, we are referring to a group of executives who have the expertise skill acquired by experience, study, or observation to carry out the successful management of a crisis situation.
The Crisis Management Plan CMP is a documented plan detailing the actions the executives want to be taken when a crisis strikes the organization.
It is designed to put order into confusion. After a crisis has surfaced, the executives who have been selected to serve on the Crisis Management Team CMT will work together to achieve control of the crisis in order to minimize the impacts of the crisis. When a crisis has reached the acute stage, the team will employ the following steps:. Take charge quickly. Determine the facts. Tell your story. Fix the problem. Adhering to these steps will enable your organization to achieve control of the crisis.
Remember that the key to successfully managing a crisis is to Be Prepared. A number of organizations are not prepared. Organizations are exposed to more than one type of crisis, so the plan must identify actions to be taken based on a number of different crisis scenarios. Throughout the book there will be a number of examples of organi- zations that have experienced a crisis.
The information was obtained from articles in newspapers or magazines. The objective is not to cast aspersions on these organizations, or their management; rather, the objective is to share information acquired over the past three decades that will explain how a crisis started, its cause, and how an organization managed it. The aim in this book is similar to the course a professor has been teaching at Dartmouth. His interest is not so much about pointing out flaws, as it is about identifying the decisions that lead to mistakes in the first place.
He starts at the source of the problem rather than conduct the more typical examination of just the negative result. And because he focuses mainly on otherwise intelligent managers who were respected in business, the lessons are more profound, say students.
As discussed in Chapter 5, they must participate in developing the plan.
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