Matakuliah
Tahun
Versi
:A0334/Pengendalian Lingkungan Online
: 2005
: 1/1
Pertemuan 25
Contingency Planning
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Learning Outcomes
Pada akhir pertemuan ini, diharapkan mahasiswa
akan mampu :
• Mahasiswa dapat menunjukkan hubungan
antara Contingency planning dan crisis
management
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Outline Materi
• Crisis Management
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Crisis Management
• Over the years we have helped many
organisations in the UK, US and Europe to
create train and test their own ‘crisis
teams’ and have realised that there are a
few important points that should always be
borne in mind.
4
• When you are analysing data and
researching the best option on how to
prepare, always remember to ‘keep your
eye on the ball’ and not let the project ge
hijacked by something else.
5
• Your own suppliers may cause you to have
a crisis.
6
• Getting board-level agreement is not
enough.
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• Make sure that crisis management
becomes a truly operational tool and not
just a reference whose purpose is to
reassure everyone when things are calm.
8
• Avoid lack of motivation and inspiration.
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• Manage your risks properly and recognise
that the key to successful crisis
management is to realise that containing a
crisis is more effective than recovering
from a disaster.
10
• When setting up any measurement
criteria, seek out what is important and
then work out how to measure it.
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• The truth is that almost all crises follow a
path from normality to possible disaster.
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• Crisis management can recognise and
interrupt this if applied diligently and on
time.
13
• In the case of a bomb explosion without
warning, this path will be sudden; but such
a scenario is a exception, as many
incidents can be termed ‘quiet
catastrophes’ that build up, often
unnoticed (small errors that are not
checked soon become big problems).
14
• This can include scenarios such as power
failure, intermittent system faults, road
closures, sabotage, protestors, corrupt
data, or building-related issues such as
faulty air conditioning.
15
• Sometimes organisations have first been
alerted to a crisis because the press called
to tell them – in which case they might
already be halfway down the path to
disaster where trying to take the ‘media
high ground’ is even more imperative.
16
• Indeed, the issue of presentation and
media image is so important that we have
seen some companies ultimately fail even
though their efforts on site were as good
as they could be, but they somehow failed
to give the right message to the world’s
media.
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• When speaking to the press, try and avoid
the five d’s:
– Denying everything
– Doing nothing
– Diverting to someone else
– Diminishing the incident
– Drip-feeding at your own pace
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• It is often the case that organisations have
not necessarily taken the wrong actions in
terms of crisis management but probably
took the right ones too late – by which time
the crisis itself sets the pace and you
might end up following events rather than
getting in front and stopping the spread.
19
• By calculating an assessment of the crisis
situation and its likely development –
coupled with what should be the ideal
reaction to control, contain and resolve it –
it is possible to draw a basic model to
illustrate the point that few crises instantly
jump from normality to disaster.
20
• It is therefore possible to assess the
impact of the crisis and its likely rise/fall,
and then link this directly to the best
reaction to contain it, reassure
stakeholders, and so on.
21
• In this way a crisis management structure
can quickly be set up, but populated only
according to present and anticipated
requirements.
22
• But setting all this out in a few pages may
ignore a particularly vital feature.
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• Unfortunately, too many crisis planners
often overlook human emotion.
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The End
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