An overview of crisis management Thirteenth speech from the 17 speeches of the UN Sustainable Development Document 2015

Crisis-Management1

Table of Contents




Preface: An overview of crisis management

Crisis management-With the beginning of the industrialization of the world in the early 18th century, progressive man, with industrial progress and increasing his awareness and knowledge, realized the surrounding dangers, some of which may be due to their function and others were involved in external factors.
Therefore, he sought to find a way out of these difficulties by knowing more about these dangers and predicting through his experiences and knowledge, as well as previous events. On the other hand, he prepared himself for any offensive and considered a suitable defense plan to face it. On the other hand, he put the ways of reconstruction and compensation of these events at the forefront of his work to compensate the situation of the damaged agents with speed and optimal foresight. Think of healthier and more resilient ways for potential future dangers.

The United Nations Member States set a very high bar for themselves at the Rio+20 conference in June 2012: reaching an agreement among 193 countries on a broad ‘post-2015’ sustainable development agenda that could enhance international coordination on all aspects of human and planetary well-being. However, at a point in history when States were increasingly failing to reach a consensus on key decisions, they made history by agreeing on a course that could ‘transform our world’, through ‘an agenda of breathtaking ambition and scope’. This article reviews the two negotiating tracks to develop the post-2015 outcome – the work of the Open Working Group on Sustainable Development Goals (SDGs), which originated out of the decision taken at Rio+20; and the agreement to launch a post-2015 development agenda to replace the Millennium Development Goals. The final outcome from these two processes represents a fine balance among competing interests and concerns. The article sets the stage for a closer examination of the results of these negotiations. We begin our examination of the ‘original intent of the post-2015 agenda by reviewing the negotiation of the SDGs and the post-2015 development agenda, with attention to their similarities and differences. The article concludes with a focus on challenges for the implementation stage, based on the themes that emerged during the negotiations.

source:

Getting to 2030: Negotiating the Post-2015 Sustainable Development Agenda

First published: 25 April 2016
Citations: 23

We now turn to a selection of crisis management research.

Crisis definition:

The occurrence of unpredictable events and the occurrence of dangers and accidents in an organization or a country, in other words, the crisis actually means turmoil and change of state in a system.
General types of crises
1- Economic crisis
2- Social crisis
3- Political crisis
4- Military crisis
5- Climatic crisis

Highlights in a crisis

Crises either occur directly in a system or the influence of external factors disrupts the system.
Therefore, you should consider considerations in such cases that are completely systematic and based on science and effective decisions based on correct information and data.
Otherwise, instead of finding a way out of this event, such events become a serious threat.
– Considering that time is short and short in the event of a crisis, and therefore the need for an effective and optimal decision will ensure the success of overcoming the crisis.
Conditions of various crises:

  • Emerging crisis
  • Calm crisis
  • Accidental crisis
  • Reflective crisis
  • Deep crisis
  • Everyday crises
  • And finally the executive crisis

All of them have characteristics based on their types.

Common and general symptoms of crisis:

Crises inevitably affect decision-making in three dimensions
1. Threatens the financial and vital purpose of the decision-making unit. Threat
2- Shortens the reaction time to make a decision. Time
3- Surprises the elements and factors of the decision-maker with its sudden appearance
Each of these factors in the crisis cube and in its diagram can be fully measured and traced. The definition of crisis management from McCarthy’s point of view is:
The main goal of crisis management is to find a reasonable solution to the abnormal situation so that the basic interests and values ​​are preserved and secured.

In fact, the crisis management processes are as below:

  1.  Crisis prevention
  2.  Dealing with and intervening in crisis
  3.  Recovery after a crisis.

Crisis management process cycle:

The Crisis Management Cycle is the first holistic, multidisciplinary introduction to the dynamic field of crisis management theory and practice. By drawing together the different theories and concepts of crisis management literature and practice, this article develops a theoretical framework of analysis that can be used by both students and practitioners alike. Each stage of the crisis cycle is explored in turn:

  • Risk assessment
  • Prevention
  • Preparedness
  • Response
  • Recovery
  • Learning

Stretching across disciplines as diverse as safety studies, business studies, security studies, political science, and behavioral science, The Crisis Management Cycle provides a robust grounding in crisis management that will be invaluable to both students and practitioners worldwide.

Crisis management process cycle:
Prevention and reduction —-> readiness —-> confrontation and confrontation —-> reconstruction

 

To better prepare an organization for a crisis, 6 steps can be considered:

1- How to face the crisis
2- How to rethink the crisis
3- How to renovate the program
4 – How to feel the crisis
5- How to intervene and take action
6- How to take the final measures of the last action in the face of crisis

The importance of strategic crisis management is examined with the following three parameters:
1_ Crisis management methodology
2- Crisis management program
Crisis Management Plan (CMP)
3- Execution of crisis plan

The key and very important indicators that should be considered in a crisis situation are:

Prioritization of crises
Recognize the types of crises
Defining the tasks of crisis management and managers in order to manage the crisis unit
_ Communication management in crisis situations
– Training the spokesperson of the Crisis Organization and appointing only one spokesperson to inform everyone
We must keep in mind that no crisis is necessarily completely similar to a possible previous or subsequent crisis.

Simulation of a crisis:

For example, we intend to analyze and simulate a crisis, so we assume that it is equal to the weather forecast for snow and rain in some provinces of the country.
So we take action step by step.

A perennial simulation framework is proposed within the domain of crisis management simulation. Motivated by a need for establishing information superiority through decision-support analysis, the framework is designed to use symbiotic simulation and is also suitable for the hindsight and foresight studies that drive crisis-related preparedness exercises. The framework provides a novel feature of incorporating Human in the Loop simulations using virtual reality as a part of the symbiotic simulation. We coin the term perennial simulation to refer to our framework being enduring (the simulation working symbiotically with the real system), and recurring (performing “what-if?” simulations and continually providing feedback to the real system).

Three case studies examine the application of the framework to crisis-related scenarios. The framework is shown to be useful and capable of dealing with crisis situations and adding value to existing expert advice, forming a symbiotic feedback loop that aids crisis management.

source: A simulation framework for crisis management: Design and use

https://doi.org/10.1016/j.simpat.2018.03.001

Crisis management process cycle:

  • -Recognizing priorities means:
  • -Where is the population density?
  • -Which area or building is important to save?
  • _ Where are the necessary tools and equipment located?
  • _ Determining the degree of crisis
    (Yellow _ Orange _ Red)
  • -What is the estimated potential damage?
  • – How to keep in touch with people
  • -How to accommodate the injured
  • _ Classification of trained specialists and bringing them to work in order of crisis degree
  • -Maintenance of required machinery and equipment in a safe, non-destructible location near the estimated potential focus of the crisis
  • – Preparation of at least 2 specific provinces adjacent to the province of Threat of crisis with full equipment
  • _ Preparing people and giving them water, bread, medicine, and other necessities for households, as well as giving a package of crisis bags
  • -Storage and storage of bread, water, food, medicine, and necessities of households in a safe and non-destructible place for distribution in times of crisis
  • – Preparing and equipping all crisis management agents
  • – The readiness of the army for the final choice in the red situation of the crisis and the help of the army logistics and air force, as well as the readiness of the army ground units to provide immediate assistance to the crisis victims and even help the army to rebuild
    -Installation of speakers with mobile or solar batteries that can maintain the connection between crisis management and people, but in selected places and non-destructible
  • – Preparation and installation of temporary telecommunication towers to keep in touch with the people
  • -Making a timely decision to possibly change the crisis situation and ordering the entry of units defined in such situations to operational points
  • -Determining a temporary safe place with heating facilities for the care of children, the elderly, women, the sick, and the physically disabled, outside the crisis center
    -Determining a temporary safe place with full hospital and medical facilities to treat all those injured in the crisis
  • _ Preparing and keeping toys and basic educational, recreational, and cultural aids for a short period for families. In this valley of education can be helped with a program and coordination.

The necessity of success in this program is the existence of a single manager for complete crisis management, and in such cases, nobody should have parallel work or performance without coordination with this management.
In these cases, the police force is under crisis management and is in charge of the complete security of the region with direct and close coordination.

About KSRA

The Kavian Scientific Research Association (KSRA) is a non-profit research organization to provide research / educational services in December 2013. The members of the community had formed a virtual group on the Viber social network. The core of the Kavian Scientific Association was formed with these members as founders. These individuals, led by Professor Siavosh Kaviani, decided to launch a scientific / research association with an emphasis on education.

KSRA research association, as a non-profit research firm, is committed to providing research services in the field of knowledge. The main beneficiaries of this association are public or private knowledge-based companies, students, researchers, researchers, professors, universities, and industrial and semi-industrial centers around the world.

Our main services Based on Education for all Spectrum people in the world. We want to make an integration between researches and educations. We believe education is the main right of Human beings. So our services should be concentrated on inclusive education.

The KSRA team partners with local under-served communities around the world to improve the access to and quality of knowledge based on education, amplify and augment learning programs where they exist, and create new opportunities for e-learning where traditional education systems are lacking or non-existent.

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(NICKNAME: ALBORZ PARSA)Civil Engineering with experience with above 20 years in WASTE WATER Projects and Project management and entrepreneurs in Environmental and crisis management projects.

After University graduated in 1998, I was working in a road construction workshop in Tehran (Yadegar highway) for 4 years, and after finished then,I was working in the construction Building workshop Tower(Mess) for 2 years, and after finished, then I established a construction company in IRAN (R.J.K . CO) and was working as managing director for 18 years, and established a company in Europe and researcher in environment and Sustainable Development, Anzaly Wetland, Saravan Jungle in Gilan/IRAN, Hourolazim wetland till now.

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