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Jonathan Bernstein
1. Creeping Crises - foreshadowed by a series of events that decision makers don't view as part of a pattern.
2. Slow-Burn Crises - some advance warning, before the situation has caused any actual damage.
3. Sudden Crises - damage has already occurred and will get worse the longer it takes to respond.
It is not uncommon for what seems to be a sudden crisis to have actually, first, been a creeping crisis that was not detected. Appropriate measures, early in the process, can often prevent or, at least, minimize the damage from slow-burn and sudden crises.
Below are some examples from the healthcare industry. From this, readers in other industries should be able to develop comparable lists.
1. Creeping Crises
• Lack of a rumor-control system, resulting in damaging rumors.
• Inadequate preparation for partial or complete business interruption.
• Inadequate steps to protect life and property in the event of emergencies.
• Inadequate two-way communication with all audiences, internal and external.
2. Slow-Burn Crises
• Internet activism
• Most lawsuits.
• Most discrimination complaints.
• Company reputation
• Lack of regulatory compliance - safety, immigration, environment, hiring, permits, etc.
• Major operational decisions that may distress any important audience, internal or external.
• Local/state/national governmental actions that negatively impact operations.
• Official/governmental investigations involving your healthcare organization and/or any of its employees.
• Labor unrest.
• Sudden management changes - voluntary or involuntary.
• Marketing misrepresentation.
3. Sudden Crises
• Patient death - Your healthcare organization perceived to be liable in some way.
• Patient condition worsened - Your healthcare organization perceived to be liable in some way.
• Serious on-site accident.
• Insane/dangerous behavior by anyone at a location controlled by your healthcare organization.
• Criminal activity at a company site and/or committed by company employees.
• Lawsuits with no advance notice or clue whatsoever.
• Natural disasters.
• Loss of workplace/business interruption (for any reason).
• Fires.
• Perceptions of significant impropriety that damage reputation and/or result in legal liability, e.g., publicized involvement of company employee in a group or activity perceived to be a threat to the U.S. government or society; inappropriate comments by a "loose cannon;" business activities not officially authorized by management.
Typically, reviewing a list like this triggers thoughts of other situations that need to be addressed during the crisis planning process.
Article Source :
http://www.bestmanagementarticles.com
http://crisis-management.bestmanagementarticles.com
About the Author :
Jonathan Bernstein is the President of Bernstein Crisis Management LLC. The company, based in Los Angeles County, deals in crisis response, prevention, planning and training
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