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The following is a group of articles from a certified group of SME's (Select Matter Experts).
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ARBC 00001: Continuity Planning: Prepare Your Chorus for the Unexpected
As organizations of every type struggle to get back on their feet after a succession of natural disasters this fall, we are all reminded that it could just as easily have been us. A business continuity expert shares steps you can take to mitigate the effects of a crisis. This article as published in Chorus America focuses on the needs of a chorus and the role of business continuity planning.
ARBC 00002: Business Continuity Planning – Planning for the Unexpected
Imagine this: You’re driving back to the office after a lunch meeting, when your cell phone rings. It’s the office manager calling to tell you there’s been a fire and staff has gathered in a nearby parking lot. As you turn the corner, police and fire equipment block your route and you see billows of smoke rising from what used to be the association’s headquarters. The offices are a total loss. What do you do now? Where do you even start?
ARBC 00003: Public and Private – Moving Beyond Just Parallel
This first of a series of three articles published in Homeland Protection Professional explores the relationship between the public and private sectors and their similarities. The idea of business continuity and its relationship with emergency response planning have taken on a new urgency in recent years. Corporate America has seen the creation of a number of initiatives and organizations dedicated to that issue, with cooperation between the public and private sectors being a consistent theme.
ARBC 00004: How to Begin the Public-Private Partnership
In this second of a series of three articles published in Homeland Protection Professional, we’ll further discuss the importance and benefits of the public-private partnership and provide some thoughts to help you begin building this partnership. We previously referred to the private-sector planner as the business continuity planner and the public-sector planner as the emergency manager and will continue to use those terms.
ARBC 00005: Public-Private Partnerships – Efforts Focus on Infrastructure and Education
In this third of a series of three articles published in Homeland Protection Professional, we’ll challenge mainstream practitioners and readers to become involved and influence the outcome of a revitalized effort to bridge the gap between the public and private sectors. Both sides have recognized the need to reach out to one another. We’ll provide examples of some current efforts and some research references.
ARCM 00006: Managing Public Relations and Crisis Communications in a Business Continuity Program
Published in Security Magazine, this article establishes the need for a practiced plan for Public Relations and Crisis Communication as a part of the business continuity program. A crisis, scandal or disaster will never be discreet. There must be a robust and exercised plan on how to manage the communication and public relations messages that need to be integrated into the BCM program.
ARBC 00007: Coordinating with Public Agencies
“Coordinating with Public Authorities,” addresses the critical aspect of working closely with local emergency response operations and other public entities with an interest in the safety of the community. Public authorities are charged with the responsibility of safety throughout their communities, yet most of the community is made up of privately owned organizations, primarily businesses. This is precisely why it is so critical that business continuity professionals in the private sector work closely with their public counterparts to ensure a seamless approach to safety.
ARSR0008: Social Resilience: The Forgotten Element in Disaster Risk Reduction
The current thinking in the Disaster Risk Reduction field emphasizes assessment and reduction of vulnerability and especially social vulnerability as an important factor in mitigating the effects of disasters. In the process of emphasizing vulnerability, the role and complexity of social resilience was somewhat lost and at times minimized. This article explores the concept of social vulnerability and the impact on the recovery of a community due to its social resilience.
ARSR0009: Human Impact Preparedness: It’s about the people!
Hurricane Katrina caused tens of billions of dollars in damage, and in addition shattered several communities. For some the physical devastation was paramount, for others the disintegration of the social infrastructure was most salient. The purpose of Crisis Management Programs is to enhance organizational or community resilience so that the organization or community is better prepared to function during and after crises and disasters.
AR SR 00010: Building Organizational Resilience
How resilient is your organization? How is it now adapting to massive shifts such as the aging of the work force and the rapid changes in the U.S. health care system? How well would it adapt if market changes rendered its major products or services obsolete? How well would it fare if hit with a shock such as the destruction and disruption caused by Hurricane Katrina? Or by a terrorist attack?Those are tough questions to consider. At first glance they may seem unrelated. Some sort of disaster contingency planning has been a requirement at most businesses for some time. Responding to market shifts is the job of marketing and product management. Demographic shifts and benefits changes are the responsibility of human resources. The fact that most of us wouldn’t know how to answer these questions for our organizations is evidence of how this kind of thinking and planning tends to be compartmentalized and isolated.
AR OR 00011: Building Organizational Resilience: A Summary of Key Research Findings
This paper presents findings from a six-year research programme underway in New Zealand to develop strategies for improving the resilience of organisations to major crisis events. The research takes a systems view of organisations, recognising that there are multiple interdependencies within and between different organisations that influence their abilities to respond and recover. This means that effective resilience management for any one organisation must look beyond that single organisation and consider the resilience of other organisations that it depends on.
Particular aspects of organisational resilience focused on by the research team include: how individual organisations are positioned to respond and recover from major crises; their ability to communicate and share information in order to direct resources effectively during crises; and the legal and contractual frameworks within which they will need to operate during crisis response and recovery. None of these issues can be resolved by a single organisation acting unilaterally. Organisations are required to work together towards system resilience.
AR SR 00012: Organizational Resilience: Building Your Organization to Last
Business confidence hits an all-time low! Once again, hard times and new business challenges are upon us. Is your organization ready? Are you prepared to overcome yet another set of adversities? Is your workforce prepared for organizational changes that may have to be made to respond to business challenges?
AR OR 00013: Information Sharing During a Disaster
This report presents a critical review and analysis of issues involved in implementing electronic data and information sharing frameworks for organisations involved in emergency response and recovery activities. Response to major emergencies involves multiple organisations collecting, collating and communicating data and information to enable better decision making that minimises social and economic impacts. The challenges involved in co-ordinating an effective response to large scale events are compounded by the number and variety of organisations involved. These complexities emphasise the need to develop robust yet simple frameworks for sharing information and communicating decisions within and between organisations involved in response and recovery activities.
AR OB 00014: Leading Resilient Organizations
Recently a senior executive told me he's worried -- not, as you might think, about downsizing. In fact, his company has acquired twenty other companies since 1990, quadrupling its assets; and it's in the midst of a merger that will soon double those assets yet again. Instead, he's worried that he and his company will be unable to adapt to such rapid growth and continuous change.
He's not alone. In fact, the ability to adapt to change is probably on the minds of most leaders today, regardless of whether their organizations are expanding, downsizing, or just maintaining. I think that the best way to understand this challenge is in terms of resilience. Like intelligence or athletic ability, resilience comes in many forms and can be developed.
ARSR00015: Rebounding with Resilience
The concept of resilience has recently begun being used in discussions of organizational efforts to address crises and disasters. These discussions revolve around the need for organizations to develop the ability to bounce back and self-right following a crisis. A central component of the discussions concerns the impact on people individually as well as collectively. However for issues related to human impact, building resilience in organizations entails a shift from a reactive to a proactive approach for crisis management and disaster recovery.
AROR00016: Organizational Resilience Best Practice
Sandler O’Neill and Partners in the aftermath of September 11, 2001. They lost 39% of their workforce including 2/3 of its management committee, yet one year later the firm had not only recovered, but was earning record profits and revenues. Read this research paper to find out more. top
ARCM00017: Virginia Tech: Crisis Communications Lessons Learned
Indepth analysis of what happened and what can be learned to mitigate or prevent future tragedies will happen in due course. But some lessons, even at this stage, are self-evident - especially in regard to crisis communications.
ARLG00017: Assessing Your Legal Vulnerability: A Tool for Evaluation and Contingency Planning
Jay N. Rosenblatt, Business Lawyer at the Law Firm Simpson Wigle LLP - contact
In-depth analysis of what happened and what can be learned to mitigate or prevent future tragedies will happen in due course. But some lessons, even at this stage, are self-evident - especially in regard to crisis communications.
AROR00018: Mobilizing Corporate Resources to Disasters: Toward a Program for Action
William Raisch, Matt Statler & Peter Burgi, The International Center for Enterprise Preparedness, New York University - contact
The business sector, with its substantial resources and logistical capabilities, has the opportunity to play a major role in alleviating suffering and mitigating the effects of disasters. Companies that want to help often have no one to turn to within governments or relief organizations to effectively coordinate provisioning. Without adequate communication and coordination, efforts by businesses to offer aid are often inefficient, ineffective and, in some cases, do more harm than good. Learn to overcome these obstacles.
ARBC00019: Resilience: what does it mean for an organization?
Erica Seville, PhD University of Canterbury - contact
What makes a ‘Resilient Organization’? This is the topic of a six year research program underway in New Zealand to develop strategies for both evaluating and improving the resilience of real organisations. The research team are now looking for international case-study organizations to be involved in this project.
ARBC00020: Building Resilient Communities - One Organization at a Time
Jim Nelson, MS, MBCP, & CDCP The International Consortium for Organizational Resilience - contact
An organization’s ability to survive a major crisis depends on their organizational structure, the management and operational systems they have in place, and the resilience of these. Organizations deal with uncertainties and unexpected events all the time, and managing these presents both opportunities and risks for the organization. This article gives you insight into these issues.
ARCIFM00021: Exposing Risks in Mission Critical Facilities
Randy MacCleary, VP and GM, Power Business Group, Liebert North America/Emerson Network Power - contact
Risks within a mission critical facility compromise the safety of both the facility and its occupants, compromise the security of the invaluable information being processed, and encourage downtime. Risks can be found harboring in architectural, mechanical, electrical, and fire protection components as well as in the methods of operations and maintenance. All mission critical facilities are exposed to some risk. The goal is to understand where they may lie, understand and adhere to best practices, and reduce risks, if not eliminate them entirely. While there is an abundance of possible risks throughout a mission critical facility, we have selected those that are the most common offenders.
ARCIFM00022: Enhancing Business Resiliency Through Adaptive Power and Cooling Support for IT Systems
Bick Group - contact
This paper focuses on the critical power and cooling systems that create the foundation for IT resiliency, and ultimately dictate the level of operational resiliency and flexibility that can be achieved in a given organization.
The success of virtually any organization is tied to its resiliency and adaptability. That is, the ability to protect against threats that disrupt customer service while embracing and benefiting from change as it occurs. That ability is increasingly dependent on IT, which provides access to data, supports essential business processes and enables internal and external communications.
ARCIFM00023: Uptime on a Dime
Bick Group - contact
Every data center manager wants the best for his or her facility. But let’s face it—sometimes a few dimes are all you have left to your budget. That shouldn’t get in the way of aiming for the most reliable facility. Uptime isn't about how much money you can spend. It's about implementing practices that make your facility more efficient and cost effective—and sticking to them. Sure, adding a redundant generator and second utility feed may be out of the question. But, there are plenty of best practices that can be implemented with little to no cost—and just a second of your time.
Let’s look at a dozen architectural, mechanical, electrical, fire suppression, maintenance, and operations best practices that you can put into effect today.
ARCIFM00024: Data Center Efficiency
Bick Group - contact
In the data center environment, efficient operations translate into doing more with less. By understanding how to calculate space, power, and cooling efficiency, a data center professional can evaluate his or her existing facility and discover where improvements can be made---and thus stretch the original investment.
ARCIFM00025: Merger Mania-From an IT Director’s Standpoint
Mike Kuppinger, Senior Vice President, Mission Critical Facilities Group and Paul Schlattman, Technical Program Consultant, Environmental Systems Design, Inc., Chicago, IL - contact
In 2006, over 8,200 mergers and acquisitions (M&A) were made, and today the number is rising. Chances are you or the person sitting next to you will be involved in an M&A within the next five years. Seven out of ten times a new data center is built as the result of an M&A. No doubt this task is overwhelming for the IT and operations departments. While everyone in a given corporation is affected by the M&A process, its personnel, processes and technology are sure to feel the greatest impact.
ARCIFM00026: Virtual Infrastructure: Enabling the Always-On Business
Frank Nydam, Business Solutions Manager, VMware - contact
Business continuity and disaster recovery (DR) planning are critical to managing risks in a successful business. Between 60-90% of companies that don’t have a proactive disaster plan find themselves out of business within 24 months of experiencing a major disaster1. However, implementation of a reliable recovery strategy with fast time to recovery is expensive largely because it involves maintaining recovery equipment that mirrors the equipment in the primary data center. Upgrades to both primary and recovery target equipment must occur in lock-step, hence many companies forgo the process.
ARCIFM00027: New Practice Standards for Data Center Professionals
Jim Nelson, MS, MBCP, & CDCP The International Consortium for Organizational Resilience - contact
In recognition of the demands on data center professionals to consistently deliver high uptime environments, ICOR and EPI have partnered to create a new data center certification program. This integrated program offers four levels of expertise and covers topics as diverse as power, cooling, security, cabling, safety and more. This presentation discusses the need for certification of data center professionals and introduces this new series of credentials.
ARCI00028: AirDefense Retail Solution Brief
Amit Sinha, AirDefense - contact
The introduction of wireless technologies in retail has created a new avenue for data breaches, circumventing traditional security architectures. Several recently publicized data breaches in the retail industry have exploited wireless vulnerabilities. Attackers have been able to access sensitive information such as credit/debit cards that have resulted in brand damage, financial/regulatory liabilities and disruption of business for retailers. top
ARCI00029: Preventing Wireless Security Breaches in Retail
Amit Sinha, AirDefense - contact
The introduction of wireless technologies in retail has created a new avenue for data breaches, circumventing traditional security architectures. Several recently publicized data breaches in the retail industry have exploited wireless vulnerabilities. Attackers have been able to access sensitive information such as credit/debit cards that have resulted in brand damage, financial/regulatory liabilities and disruption of business for retailers.
ARORRM00030: Enterprise Resilience: Managing Risks in the Networked Economy
Strategy Business - contact
Understanding interdependencies and planning for discontinuities is the path to corporate agility. In this article, we detail the differences between conventional enterprise risk management and enterprise resilience, and explain why a keen understanding of the distinction is essential today, when the boundaries of every major corporation have expanded, increasing a company’s vulnerabilities and its potential for competitive advantage. We also identify how senior executives can assess their organization’s resilience profile and risk management approach. And we explain how corporate managers can align risk mitigation strategies with the most significant earnings-driver risks, and close dangerous gaps in their company’s resilience profile.
AROR00031: Becoming a Resilient Business
IBM Global Services - contact
Your business has to be responsive and resilient — seamlessly taking advantage of opportunities while mitigating risks. Your IT infrastructure must be designed to help ensure the continuity of your business operations in the event of an unexpected disruption, and to secure data integrity. It also must help you comply with government regulations and integrate risk strategies to reduce costs, and it must be able to scale rapidly and automatically as the market changes.To help organizations understand and manage the process of becoming resilient, IBM has developed an object-oriented framework and transformation lifecycle. Borrowing from the concept of an object-oriented database, IBM has created a business resilience framework that is designed to help you identify the object layers that make up your company — ranging from the strategic overlay, all the way down to the nuts-and-bolts technologies and facilities.
ARORCI00032: Sustaining Operational Resiliency: A Process Improvement Approach to Security Management
Richard A. Caralli - contact
As organizations face increasingly complex business and operational environments, functions such as security and business continuity continue to evolve. Today, successful security and business continuity programs not only address technical issues but also strive to support the organization’s efforts to improve and sustain an adequate level of operational resiliency.
AREM00033: Local Government Emergency Services: The Necessity for Thoroughness
Most discussions of Katrina reflect on the huge operational problems that plagued this disaster. In New Orleans, the issues experienced were certainly extensive, but most can be traced back to one simple root cause: not approaching planning and preparation with the necessary rigor to ensure a robust capability. The insidiousness of stopping short is that you may think that you have a good plan, and think that you can execute your plan, when that is not the case. This article reviews three areas that commonly are weak in plans: the assumptions upon which they are based, planning for the worst case scenario, and working out the details.
AREM00034: Community Resiliency Through Public-Private Partnerships
How do public and private stakeholders build a resilient community to respond to and recover from man-made and natural disasters? Disasters have a significant impact upon the community, including loss of revenue, jobs, goods/services and may generate a negative image to prospective businesses and citizens that the community is not safe.
One resource to assist communities is the School of Criminal Justice at Michigan State University (MSU). Currently, the Critical Incident Protocol (CIP) – Community Facilitation Program is grant funded by the U.S. Department of Homeland Security. Since the inception of the CIP Program in 2002, MSU has worked with 34 communities in 21 states with over 2,600 attendees participating in the various workshops.
For more information on the CIP Program, please visit our website at www.cip.msu.edu or see download the Critical Incident Protocol (CIP) – Community Facilitation Program Fact Sheet.
AREM00035: An Emergency Management Perspective for Governmental CIOs
Governmental CIOs often think of emergency readiness in terms of business continuity and disaster recovery for daily governmental processes. For IT departments at the state and municipal levels, however, disaster readiness requires much more than BC and DR. IT support during a disaster is a critical component of response and recovery operations and can easily make the difference between success and failure, as Hurricane Katrina so clearly demonstrated. The full range of IT roles in emergencies must be understood, supported and exercised.
ARSC00036: Managing Risk and Resilience in the Supply Chain
David J. Kaye, at www.riskreality.co.uk - contact
David J. Kaye discusses the supply chain and the special exposures within outsourcing, critical dependencies, and auditing third parties. The modern business model, with its just-in-time supply chain, tight compression of margins, direct communication via the web simultaneously to millions of customers at home and abroad, is much more brittle and has never been more susceptible to one single point of catastrophic failure.
ASCM00037: Ensuring Supply Chain Resiliency / Transportation and Business Resilience
Irene Rozansky, R&A Crisis Management Services - contact
With rare exception, every enterprise is the center of a complex network of suppliers and suppliers’ suppliers that the company connects to its customers and its customers’ customers. The confluence of three phenomena has made supply chain a major concern to business resilience: our enormously complex world, an ever-increasing global economy, and the unwavering pursuit of efficiency within supply chains. This confluence has inadvertently and exponentially increased the vulnerability of enterprises to a variety of both internal and external show-stopping disruptions.
ARSC00038: Building the Resilient Supply Chain
Martin Christopher and Helen Peck Cranfield School of Management - contact
In today’s uncertain and turbulent markets, supply chain vulnerability has become an issue of significance for many companies. As supply chains become more complex as a result of global sourcing and the continued trend to ‘leaning-down’, supply chain risk increases. The challenge to business today is to manage and mitigate that risk through creating more resilient supply chains.
ARSC00039: Supply Chain Risk Management
In this white paper, BearingPoint links an organization’s ability to manage supply chain risk to its capacity for becoming a truly globally agile enterprise. We introduce our supply chain maturity model and offer a self-assessment for evaluating the current state of supply chain risk management operations. We then provide six strategies for achieving supply chain resilience.
ARCMC00040: Effective News Media Management in Times of Crisis
Oliver S. Schmidt, Managing Partner C4CS
Effective news media management is a critical element of any comprehensive business continuity and crisis management strategy. However, even companies that respond well to crises from a managerial and an operational point of view are often unprepared to interact effectively with the news media. This lack of preparedness frequently leads to heightened media scrutiny and unfavourable media coverage, which all too often translate into negative stakeholder perceptions and lasting reputational and economic damage.
ARCMC00041 The Sky is Falling! Getting Your Message Across When Seconds Count
Faith Wood - Inspiring Minds Consulting, Ltd.
One of the single most important activities in your life relates to your ability to communicate. Communicating under pressure tests our effectiveness like nothing else. Learning how to relate to others during difficult situations will certainly increase your professional value and enrich your personal and workplace relationships.
ARCMC00042: Leadership, Crisis Communications, and the Reputational Threat
John Cullen - Foresight PR
Business schools prepare organizational leaders to deal with many types of situations – some favorable, many threatening. Today’s leader is far more likely to emerge from a natural disaster far better than he or she would if the organization faced a reputational threat. Reputational threats are the greatest challenges to an organization’s survival, yet few leaders understand them or have a faint clue of how to deal with them. Most leaders, acting on managerial instinct, are likely to employ strategies that will make things far worse.
ARCMC00043: When Every Second Counts – Learning to Become Response Able
Ted Buffington - Achievement by Design
In the first seven seconds, your actions (or inactions) could have a dramatic impact on the outcome of an emergency or incident you respond to. Better mental training can make you a much better performer in the clutch.
ARLCA00044: Risk Management & the Law: How Liable is your Organization?
Denis Bender, Professor of Law Chapman University
Risk management, emergency action planning, and business continuity all work together minimize risks, respond to an incident, and resume operations. Failure to exercise reasonable care will result in litigation, and probably liability, in today’s litigious society. This paper looks at negligence, duty – foreseeable and statutory - professional standards, and the risk of complying with minimal government or professional standards.
ARRMI00045: Risk Management & Insurance: What Business Continuity Professionals Needs to Know
Joshua Grossman, One Beacon Insurance
Business insurance concepts can be intimidating to continuity planning professionals whose responsibilities are primarily focused on mitigation, response and recovery efforts rather than risk transfer. The natural tendency for a BCP practitioner unfamiliar with insurance terminology and/or contractual language might be avoidance. However, risk transfer via insurance, can be an important mechanism for funding response and mitigation efforts. This article explores how the BCP practitioner should be engaged in insurance purchasing decisions which ultimately could impact the success of response and recovery efforts. top
ARRMI00046: Risk Management & Workplace Violence
Terri Howard, Vice President, Corporate Preparedness
The annual tab for violence and stress—inducing hostility in the workplace—comes to about $13.5 billion in medical costs, and 500,000 workers missing 1.75 million days of work. Workplace violence is often overlooked in risk assessments. Properly assessing and controlling the risk of workplace violence should be a part of every risk management program.
ARRMI00047: Risk Management & Workplace Violence Prevention: The Employee Threat Assessment
Dr. Steve Albrecht, www.drstevealbrecht.com
Does your organization have a policy and strategies in place to deal with the issue of workplace violence? This presentation and corresponding threat assessment worksheet provides an outline of what every organization should have in place to mitigate the risk of workplace violence.
ARLCA00048: The Legal Responsibility of Directors and C-Level Officers
Jay N. Rosenblatt, Business Lawyer at the Law Firm Simpson Wigle LLP
Everyone is aware that business is exposed to risks. Those risks are on a continuum: inconveniences (traffic delays), disruptions (local fire, flood), disasters (earthquakes, SARS, West Nile Virus, terrorist attacks), catastrophes (9/11, Tsunami and Katrina). Any of these risks will affect the ability of that business to continue operating, limiting or eliminating access to its critical data, applications and facilities. Failure to manage and mitigate those risks is negligence, and will result in legal exposure to directors and C-level officers.
ARLAC00049: The Facts Behind Resiliency Auditing
Donald Byrne, North River Solutions
With the passage of Public Law 110-53, the topic of resiliency auditing gained national attention in the United States. Formally entitled “Implementing the Recommendations of the 9/11 Commission Act of 2007,” Title IX of this law calls for private sector organizations of all sizes to voluntarily submit to a resiliency audit. The topic of business resiliency audits continues to be actively discussed and the pros and cons of various standards hotly debated. This article discusses auditing principles and alternatives as related to the implementation of PL 110-53.
AROB00050: Transformational Leadership During Transformational Change
Sherry Scully, - Formative Consulting
Transformational change in an organization requires correspondingly powerful leadership, and by applying the tenets of transformational leadership at all levels of the organization, organizations are able to successfully initiate, implement and sustain this major change initiative. This paper explores the concept of transformational leadership, and argues that it is a remarkably effective leadership model during times of change, regardless of the leadership styles that prevail during periods of stability or status quo. The paper dissects the transformational leadership model to consider how its doctrine and underlying behaviours, skills and traits are precursors for successful change management.
AROB00051: What it Means to Lead During a Crisis: An Exploratory Examination of Crisis Leadership
Allan Schoenberg, Syracuse University
Many articles have been written on leadership, crisis preparation, crisis management and the tactical elements involved in addressing a crisis scenario, but very little research exists on the skills and expertise to succeed as a crisis leader. This exploratory research project demonstrated that preparation may not be the key to managing a crisis; instead, organizations should focus on developing leadership skills and top communicators should identify who are the most effective individuals to lead during a crisis and enlist them in an organization’s planning and ongoing crisis management efforts.
AROB00052: Leadership in Turbulent Times: Competencies for Thriving Amidst Crisis
Erika Hayes James, - University of Virginia, and Lynn Perry Wooten, University of Michigan
This article proposes that there is a difference between crisis management and crisis leadership and that what differentiates firms that thrive during a crisis from those that do not is the leadership displayed throughout the crisis management process. Using years of prior research, we introduce six competencies for leading amidst a crisis.
AROB00053: Crisis: A Leadership Opportunity
US Department of Defense, (April, 2005), Harvard University
This paper addresses the significant challenges faced by leaders before, during, and after a crisis. For years crisis management has been synonymous with reactive leadership. This stems from a belief that a crisis is both unpredictable and unexpected. A crisis develops as an organization’s values, beliefs, culture, or behavior becomes incongruent with its operating environment. A leader, who is “tuned-in” to the signals of an impending crisis and understands how to harness the urgency brought on by the situation, can minimize the potential dangers and maximize the resulting opportunities. This paper presents the “Crisis Lifecycle Model” as a generic representation of crisis. top
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