1. Prepared By: Awni Adnan AL-arab Supervised By: Dr. Lo’ai Tawalbeh
Crisis Management
Prepared By: Awni Adnan AL-arab
Supervised By: Dr. Lo’ai Tawalbeh

2. Definition
A crisis is defined as an event that by its nature or its consequences:
constitutes a threat to vital national interests or to the essential needs of the population;
prompts rapid decision making;
demands coordination between different departments and organisms

3. Key features of a Crisis
Low probability
High impact
Uncertain/ambiguous causes and effects

4. Common features of a crisis:
The situation materialises unexpectedly
Decisions are required urgently
Time is short
Specific threats are identified
Urgent demands for information are received
There is sense of loss of control
Pressures build over time
Routine business become increasingly difficult
Demands are made to identify someone to blame
Outsiders take an unaccustomed interest
Reputation suffers
Communications are increasingly difficult to manage

5. Crisis Management Crisis Management :
prevents a crisis from becoming a catastrophe.
Crisis management can be defined as a system or methodology of solving crisis situations. We can be sure that the actual crisis situation will differ from our expectation.
A crisis is like a virus, the effects can be sudden
, insidious, infectious and extremely dangerous…

6. Problem characterization
Crisis management is a very complex and not easily predictable process. The problem can be explicated in three claims:
Nobody knows when a crisis event will happen.
The scenario of a crisis/emergency event can be expected and prepared for but the real situation will change it.
Our knowledge of a crisis/emergency event solution is developed step-by-step and hour-by-hour and its ”current version” has to be utilized continuously in the crisis event solution.

7. Purpose of crisis management:
Prevention
Survival
Successful outcomes

8. Three criteria of success:
Has organisational capacity been restored?
Have losses been minimised?
Have lessons been learned?

9. Crisis Planning: Assess risks Produce plans
Define roles and responsibilities
Appoint crisis management team
Draw up communication plan
Produce contact and organisation chart
Promote crisis-ready culture
Publish plans and conduct training
Test, review and practise

10. PRE-CRISIS ACTIONS AND PREPARATIONS
Crisis is no time to find yourself on a learning curve. Community measures and Emergency procedures are essential;
Planning requires that crisis can occur at any time. Nine out of ten crisis occur when you are asleep, probably after a late night or at a week-end!

11. PRE-CRISIS ACTIONS AND PREPARATIONS
Pre-crisis actions costs are often (but not always) a tiny fraction of the losses that are typically incurred by crisis for which there has been inadequate preparation;
It is very easy to underestimate the damage a crisis can do and the costs it can have.

12. PRE-CRISIS ACTIONS AND PREPARATIONS
Preparedness at Commission level:
Emergency Procedures
Staff awareness
Network of experts for urgent meeting/advice
Standard Commission Decisions (safeguard clauses) ready in all official languages

13. Pre-crisis actions and preparations
The crisis unfolds
After the crisis
3. In a Nutshell

14. THE CRISIS UNFOLDS
Appointment of a press contact person who is always available and ready to reply immediately
Quick reaction in taking and repealing measures
Dispatch of information in real time
Consistency of information (everyone should have the same story)
Development of a detailed chronology

15. THE CRISIS UNFOLDS
The services/officials concerned ought to show flexibility and may have to stay late hours, work on week-ends or report their vacations
The work-plans and tasks should be re-organized so as to allow for an effective management of the crisis and all its side effects (letters, working groups…)
Risk assessors and risk managers must work in strict co-operation!

16. THE CRISIS UNFOLDS
Coordination between the Units and Directorates concerned is essential, so as to ensure that all the aspects of the crisis are being tackled .
Show sympathy for those affected by the crisis.

17. AFTER THE CRISIS Promote positive stories in the media
Analyze the management of the crisis
Update Emergency Procedures

18. IN A NUTSHELL Be prepared
Sooner or later you may also be involved in a crises, which will involve a lot of extra work
What is the most likely scenario for you/your service? Are you ready for it?
The crisis may be worse than you expected!

19. IN A NUTSHELL Say the truth
People and institutions do not like facing and managing crisis. This may lead them into half-truths, lies and evasions
What is said to the media, other bodies needs to be updated and consistent

20. IN A NUTSHELL Be visible
If the crisis is major, then Commissioner needs to be at the site of the crisis quickly and to be visible
Failure to show sympathy will be punished by the media and by all members of the public and can destroy the reputation of the Commission

21. Crisis Communications

22. Communication plan: Core elements are: The core process is:
Identifying audiences (Who?)
How communication is to take place (How?)
What messages are to be communicated (What?)
The core process is:
Active, two-way communication