criss mangment

Civil Protection 2007 Master Class | 5 December 2007

IBM Global Technology Services

© Copyright IBM Corporation 2007

Crisis Management; How will you REALLY react?

Robin Gaddum, Practice LeaderIBM Business Continuity & Resiliency Services

Civil Protection 2007 Master Class | December 20072



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What are we going to explore today?How do people respond in a disaster situation and why?

What makes someone good at it?

Do you know how you might respond and why?

What might you do to help yourself and your organisation respond in a more favourable way?




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IBM’s Crisis Response Team has responded to over 70 major disasters including earthquakes, hurricanes, tsunami, volcanoes, floods and 9/11

“The IBM Crisis Response Team played a key role in our recovery”XXXXXXXXXXXXXXXXXXXXXX




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There are plenty of lessons learned about handling disasters andthe same ones keep recurring…

“Communications was a major issue. That was a complete surprise. The first challenge we had was that we could not find peoplebecause the cell phone systems came down.”

“IBM provided support in areas that we never thought of and weren't even in our contract. For example, more than 250 of our employees lost their homes and all their possessions. IBM provided access to trauma [counsellors]. They also helped us set up insurance and claims assistance for employees. It wasn't contractual. But we had a good working relationship with IBM before this happened, and this was an extension of that.”

Tom Oreck, CEO of Oreck Corp. in an interview for CIO Magazine

“Cleaning Up After Katrina”, 15 March 2006




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What relevant experience do we have in the room today?What would you like to get out of this session?

Armed forces / emergency services experience in the room?

Members of your organisation’s crisis management team?

Involvement in crisis management training and real events?

Personal experience of a major disaster/incident (mass fatalities)?

Experience of a major disaster at home, e.g. house burnt down?




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Here comes the science bit…




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Disaster Behaviour: The Panic Myth

MYTH: The most common reaction of people caught up in disasters is topanic.

REALITY: Research has shown that panic is not a common reaction to disasters.

If panic does occur, three conditions appear to be required:- A perception of immediate danger

- Apparently blocked escape routes

- A feeling by the victim that he is isolated

Source: Dr Anne Eyre, Identifying People’s Needs in Major Emergencies and Best Practice in Humanitarian Response, DCMS, 2006




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The Panic Myth Dispelled; Alexander Chadwick of Enfield describes being evacuated from a tube train on 7 July

Source: Alexander Chadwick, Enfield, commenting on BBC, July 2005




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Disaster Behaviour: The Victim Myth

MYTH: Victims are likely to be hapless and powerless to help themselves.

REALITY: Experience shows that many victims are in fact the first responders at a disaster site. Disaster accounts highlight that while some people may report feeling powerless, helpless and numb and may appear passive - dazed, frozen or stunned - others will report and demonstrate action-oriented and orderly behaviour focused on helping themselves and others around them.

Source: Dr Anne Eyre, Identifying People’s Needs in Major Emergencies and Best Practice in Humanitarian Response, DCMS, 2006

But what makes some people passive and

others active in their response?




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Why do people respond differently under extreme stress conditions?

Walter Cannon formulated the term "fight or flight" in 1929

Research has shown this paradigm is incomplete

Four distinct fear responses:- "the freeze response";

- an attempt to flee;

- an attempt to fight;- tonic immobility.




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Fight, Flight or Freeze – where did the proof come from?The Tenerife collision took place on March 27, 1977, when two Boeing 747 airliners collided killing 583 people. The accident has the highest number of fatalities (excluding ground fatalities) of any single accident in aviation history.

Psychologist Daniel Johnson working on safety research for McDonnell Douglas discovered that the classic flight-or-flight paradigm was incomplete.

Source: Time, 16 May 2005, “How to Get Out Alive” by Amanda Ripley

Source: Seconds From Disaster, National Geographic Channel, 2004-2007




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But sometimes instinctive actions can be dangerously inappropriate…William Morgan, who directs the exercise-

psychology lab at the University of Wisconsin at Madison, has studied mysterious scuba accidents in which divers drowned with plenty of air in their tanks.




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The World Trade Center examplePreparedness- It was illegal to evacuate a NYC high rise in a drill- Fewer than half the survivors had ever entered the

stairwells before- Thousands of people hadn't known they had to wind

through confusing transfer hallways to get down - Only 45% of 445 Trade Center workers interviewed

had known the buildings had three stairwells

Emergency Response- In Tower 2, many followed fatally flawed directions to

stay put- The people who made it out waited an average of 6

minutes before heading downstairs- At least 70% of survivors spoke with other people

before trying to leave - Those who got out took about a minute to make it

down each floor - twice as long as engineering codes predicted




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The good news is that training helps; even mentally rehearsing your actions in case of an emergency

Using simulators for training

- Cranfield aircraft cabin evacuation trials 1985/6

- Irish Air Corps helicopter ditch training

- Pilot training

- Power grid control room

Those that mentally rehearse their emergency exit from an aircraft were proven more likely to get out alive




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And here’s how I summarise ‘the science bit’ into something more memorable and useful for you to look out for…The five ‘Deadly Ds’ of Disaster stress behaviour:

Denied- “That can’t be right…”

Deferred- “I can’t deal with this now!”

Delegated- “My manager will tell me how to

deal with it…”

Deluded- “It’ll work itself out alright…”

Dumbfounded- “…” (mental shutdown)

Fight,

Flight or

Freeze




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So what helps you better prepare to perform well under such unexpected and stressful situations?

Rehearse

Clear roles and responsibilities

Crisis management process and procedures

Checklists and prompts

Crisis Management Team

IT Business Unit 1 …

Recovery

Manager

Recovery

Manager

Network

Team

Platform

Team

Application

Team

Department

A

Department

B

Department

C

‘Gold’(Strategic)

Level

‘Silver’(Tactical)

Level

‘Bronze’(Operational)

Level

Incident Response

Team




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Crisis Management and its regular testing is a recognised component of Business Continuity good practice guidance

Excerpt from FSA Business Continuity Good Practice Guide, November 2006




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IBM has developed its own Crisis Management Team Maturity Model to express organisations’ risk and readiness

Maturity

Ad Hoc• No defined Structure• No Defined Procedures• Intent is to get the “right”people together if a crisis happens and “deal” with it

Emerging• An initial membership (often individual names rather than roles)• Some supporting documentation (e.g. contact list)• Not (successfully) exercised

Developing• Roles and responsibilities defined• Deputies identified and at least some practiced• Procedures and supporting information current and tried in tests• One or more exercises completed successfully

Mature• Roles and responsibilities in place and proven• Members and (most) deputies and practiced• Procedures and supporting information proven in tests/actual crises• Regular, comprehensive exercises• At least one real crisis successfully handled

Risk




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The type of exercise varies as the Crisis Management Team progresses through the maturity model

Ad Hoc

•Awareness raising•Simple scenario, internal focus

•Demonstrates the type of activities a CMT performs, and the issues they typically face

Emerging

• Focus on do we have the right roles/people? Do we have the supporting process/ information? Do we understand the organisation imperatives

Developing

• Focus on how good are our procedures/ supporting info?

•How resilient and prepared are the team?

Mature

• Focus is on honing skills, covering more major incidents, refreshing knowledge in light of current threats




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Be aware of the crisis or incident information management process

Where are we now?

Where dowe wantto be?

How do we get there?

SITUATION OBJECTIVE ACTIONS




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Organise to manage the information flows for decision support inthe command centre




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Communication and Collaboration are key elements of successful crisis management, particularly in a multi-agency response

Emerging Google maps usage in communicating with the public

Examples:- US New Orleans hurricane recovery

- BBC Radio Berkshire July 2007 flooding

Can we enhance upon this to build something:- Low cost

- Easy to learn/manage/operate

- Available to all responding agencies / entities

- That enhances response and recovery through better communication and collaboration amongst all stakeholders

Not a substitute for GIS, which is still needed

Issues still to explore and overcome

Google search using Flood Map RadioBerkshire for more info. Or follow link www.bbc.co.uk/berkshire/content/articles/2007/07/26/flood_map_feedback_feature.shtml




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Have you learnt anything today? Why do NCOs shout at recruits during training?

Why do airline pilots do so much simulator training after qualification?

Why does martial arts training involve so much repetition?

Will you change your behaviour and make a habit of checking emergency procedures?

What else can your organisation do to enhance crisis management performance?




Questions and discussion

Robin Gaddum, IBM UK BCRS Practice Leader

[email protected]/services/uk/




Backup SlidesAbout IBM Business Continuity & Resiliency Services

Robin Gaddum, IBM UK BCRS Practice Leader

[email protected]/services/uk/




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IBM BC&RS is one of the largest and most capable full-spectrum Business Continuity Providers in the world today

- Over 150 recovery locations serving more than 50 countries- +3,000,000 ft2 facility space in Western Europe alone- +29,000 work area positions in Western Europe alone- And growing…




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24 recovery locations in the UK alone

Datacenter facilities

Workplaces for Critical Business

Consulting and Tools




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IBM’s comprehensive set of services & solutions address the market’s advancing continuity management & resiliency needs

EventDriven

DataDriven

BusinessDriven

Global BCRS Portfolio

Helps clients prepare for and respond to emergency situations, offering support for employee assistance, crisis communications, and infrastructure repair and replacement.

Crisis Management

Disaster Recovery

Data Continuity

High Availability

Regulatory Compliance

Business Continuity

Services

Helps clients address common gaps in disaster planning and respond more effectively to disruptive events

Provides clients with virtually uninterrupted availability and integrity of their organization’s critical data

Helps clients support virtually uninterrupted availability and integrity of their organization’s critical processes.

Provides objective, industry-specific input regarding clients exposure to regulatory risk— so they can anticipate and respond competitively to changes in the regulatory landscape.

Helps clients design, implement and manage effective enterprise wide continuity programs designed to keep critical business processes accessible virtually without interruption.

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Datacenter facilities

Workplaces for Critical Business

Consulting and Tools

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