Recently, I facilitated a session on crisis management during the FOCUS Staff Orientation and Training Program. It was both an honor and a nostalgic experience to reconnect with my former colleagues. At the beginning of my presentation, I encountered some technical difficulties while sharing my PowerPoint slides on Zoom. In the fifth minute, one of my former colleagues pointed out that they were only seeing a dot on their screen. When I asked why they hadn’t mentioned this earlier, one of them jokingly replied that they thought it was part of my presentation, a new skill I’d acquired while changing nations out here 😊. That comment made my day! Others joined in, laughing and saying it was a real-life example of a crisis in action.
The incident with my presentation was a classic example of assumption, a common crisis maker. I assumed that everyone could see what I was seeing, while my audience assumed that I had mastered some new, attention-grabbing presentation technique. Assumptions can lead to crises for both individuals and organizations. Other crisis makers include human error, overconfidence, fake news and rumors, and natural disasters.
A crisis is a breakdown in a system that causes widespread stress. Many crises arise from unmanaged issues, which Moore (1979) defines as “a trend or condition… that, if continued, would have a significant effect on how a company is operated.” Essentially, an issue is a potential problem that can impact an organization. Issues management involves identifying these issues and taking proactive steps to address them (Heath, 1990). The goal is to mitigate negative consequences and shape how the issue is resolved.
While issues management can address internal concerns, its primary focus is on external issues, such as societal and political factors that influence the organization’s environment (Heath, 2005). By managing issues effectively, organizations can aim to avoid crises altogether.
Crisis Stages: Prodromes, Prevention, and Preparation
Prodromes are early warning signs that a crisis may be imminent. They can be evident when a similar organization experiences a crisis. Subtle prodromes might include employee discontent or changes in behavior, such as negligence or decreased participation in company-organized activities.
The second stage in a crisis is prevention and preparation. This is the ideal time for organizations and individuals to address potential crises. It involves taking proactive steps to prevent or prepare for crises, such as:
Â
- Acting on prodromes
- Maintaining regular two-way communication
- Fostering an open and conducive environment for internal and external stakeholders
- Keeping the public informed of ongoing efforts
- Providing safety training for employees and offering rewards
- Encouraging the free flow of information
- Following up on past crises to prevent recurrence
At this stage, organizations should develop crisis management and communication plans that outline the roles of crisis team members, notification procedures, communication channels, and key messages.
Crisis Response: Containment, Recovery, and Learning
The last three stages deal with the aftermath of a crisis. Containment is the fourth stage, focusing on limiting the duration of the crisis. It involves swift communication, leadership involvement, and efforts to prevent the crisis from spreading. The fifth stage is recovery, which aims to restore the organization to normal operations, rebuild trust with key stakeholders, and communicate the return to business as usual.
The final stage, often overlooked, is learning. Once the crisis is over, organizations should reflect on the experience, identify lessons learned, and implement measures to prevent similar crises in the future.
In conclusion, crises are inevitable. The key is to be prepared and manage them effectively. By identifying potential crises and developing a crisis management plan, organizations can mitigate the impact of crises and learn from them for future improvement. Additionally, cultivating a strong image and reputation can help cushion the organization during times of crisis.