Creeping Josh Allen Jersey , Slow-Burn and Sudden Crises Business Articles | January 25, 2010 Crises can be divided into three categories, all of which require different tactics and responses. Read on to hear about what I call, "Creeping, Slow-Burn and Sudden Crises."
Crises can be divided into three categories:
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 Joseph Noteboom Jersey , 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 Jessie Bates Jersey , 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 James Washington Jersey , immigration, environment, hiring, permits, etc.
* Major operational decisions that may distress any important audience James Daniels Jersey , internal or external.
* Localstatenational governmental actions that negatively impact operations.
* Officialgovernmental investigations involving your healthcare organization andor 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.
* Insanedangerous behavior by anyone at a location controlled by your healthcare organization.
* Criminal activity at a company site andor committed by company employees.
* Lawsuits with no advance notice or clue whatsoever.
* Natural disasters.
* Loss of workplacebusiness interruption (for any reason).
* Fires.
* Perceptions of significant impropriety that damage reputation andor 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 Tags: Sudden Crises, Healthcare Organization
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