Crisis_management危机管理-精品课件

EXXON VALDEZ
- Financial losses were bearable - Costs relating to clean-up were less than pre-emptive costs - Image management recovered the Company’s reputation in business community
➢
10、阅读一切好书如同和过去最杰出 的人谈 话。10 :15:5 510:1 5:5510 :156/ 3/202 1 10:15:55 AM
➢
11、一个好的教师，是一个懂得心理 学和教 育学的 人。21 .6.31 0:15:5 510:1 5Jun- 213-Ju n-21
➢
12、要记住，你不仅是教课的教师， 也是学 生的教 育者， 生活的 导师和 道德的 引路人 。10:1 5:551 0:15: 5510:1 5Thursday, June 03, 2021
天才只意味着终身不懈的努力。21.5.265.26.202108:3008:30:57May-2108:30
➢ 2、Our destiny offers not only the cup of despair, but the chalice of opportunity. (Richard Nixon, American President )命运给予我们的不是失望之酒，而是机会之杯。二〇二一年五月二十六日2021年5月26 日星期三
Instant and irrational (denial/shock/panic)
Mature crisis management:
➢Grasp of intrinsic crisis ➢Implementation of plans and
procedures
Mature crisis management:
TYLENOL TAMPERING
- Swift reactions reinforced Company reputation for integrity - Stakeholders reported high degree of trust - Product did not suffer in long term
Crisis Management Model
Antecedent conditions
Intrinsic crisis
Perceived crisis
Immature crisis response
Mature crisis management
Review and Feedback
Immature crisis response:
High level threats:
➢Safety ➢Health ➢Environment ➢National security
Specific threats to organisation:
➢Operational viability ➢Reputation ➢Credibility ➢Financial stability ➢Legal action
handle unforeseen events?
➢Technical intelligence ➢Emotional intelligence
Review and feedback:
➢Assessing success and failure ➢Feeding learning into future planning
Crisis Management Model
Mature crisis management
Review and Feedback
Existing conditions:
Culture or environment
➢ Open bow doors / poor safety culture
➢ Smoker / poor cleaning standards
- Perpetrator was never identified - Future attempts cannot therefore be precluded
Three criteria of success:
➢Has organisational capacity been restored?
Crisis Management
A presentation by
Bruce Hugman
Consultant to the Uppsala Monitoring Centre
Pretoria, September 2004
What is a crisis?
➢ In general? ➢ For an organisation? ➢ For government or
13、He who seize the right moment, is the right man.谁把握机遇，谁就心想事成。21 .6.32 1.6.31 0:15:5 510:1 5:55Ju ne 3, 2021
➢
14、谁要是自己还没有发展培养和教 育好， 他就不 能发展 培养和 教育别 人。20 21年6 月3日 星期四 上午10 时15分 55秒1 0:15: 5521.6 .3
➢
4、All that you do, do with your might; things done by halves are never done right. ----R.H. Stoddard, American poet做一切事都应尽力而为，半途而废永远不行
5.26.20215.26.202108:3008:3008:30:5708:30:57
➢
5、You have to believe in yourself. That's the secret of success. ----Charles Chaplin人必须相信自己，这是成功的秘诀。-Wednesday, May 26, 2021May 21Wednesday, May 26, 20215/26/2021
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
- Long term costs were transferred to public - Delays in implementing clean-up leading to loss of wildlife. - Image management failed to fully recover the Company’s reputation in wider community
manage
Purpose of crisis management:
➢ Prevention ➢ Survival ➢ Successful
outcomes
Successful outcomes:
➢Positive balance of success/failure
Incident Success outcomes Failure outcomes
➢Crisis communications ➢Risk Communications
Key features of a Crisis
➢Low probability ➢High impact ➢Uncertain/ambiguous causes and
effects ➢Differential perceptions
➢
17、儿童是中心，教育的措施便围绕 他们而 组织起 来。上 午10时 15分5 5秒上 午10时 15分1 0:15:5 521.6 .3
June 2021
➢
1、Genius only means hard-working all one's life. (Mendeleyer, Russian Chemist)
➢Have losses been minimised? ➢Have lessons been learned?
Crisis Management Model
Antecedent conditions
Intrinsic crisis
Perceived crisis
Immature crisis response
Antecedent conditions
Intrinsic crisis
Perceived crisis
Immature crisis response
Mature crisis management
Review and Feedback
Management objective:
• Ad hoc emergency reaction? OR • Building management capacity to
Consequential effects:
➢Uncertainty/ambiguity ➢Urgency of response ➢Strategic effects of decisions
➢
9、要学生做的事，教职员躬亲共做 ；要学 生学的 知识， 教职员 躬亲共 学；要 学生守 的规则 ，教职 员躬亲 共守。2 1.6.32 1.6.3 Thursd ay, bitter, but its fruit is sweet. (Jean Jacques Rousseau , French thinker)忍耐是痛苦的，但它的果实是甜蜜的。08:305.26.202108:305.26.202108:3008:30:575.26.202108:305.26.2021
➢
15、一年之计，莫如树谷；十年之计 ，莫如 树木； 终身之 计，莫 如树人 。202 1年6月 上午1 0时15 分21.6. 310:1 5June 3, 2021
➢
16、提出一个问题往往比解决一个更 重要。 因为解 决问题 也许仅 是一个 数学上 或实验 上的技 能而已 ，而提 出新的 问题， 却需要 有创造 性的想 像力， 而且标 志着科 学的真 正进步 。202 1年6月 3日星 期四10 时15分 55秒1 0:15: 553
bureaucracy? ➢ For a private
company? ➢ In healthcare? ➢ In drug safety?
Topics
➢The nature of crisis
➢Crisis management model
➢Planning
➢Risk assessment ➢Risk management
Existing conditions:
Crisis-prepared or crisis-prone?
Perceived crisis:
➢As seen by all individuals from particular viewpoints
Intrinsic crisis:
➢ Total situation as seen by neutral observer with all the facts