Lessons learned – or are they?

By Katie Collison

A key theme to emerge from the 2013 Crisis Management Conference held in London in May this year was post crisis learning. The distinguished panel of speakers from the UK Cabinet Office, Unilever, Goldman Sachs, the BBC and Bank of England, unanimously agreed that it is all too easy to identify what went wrong in a crisis response or an exercise, but far harder to ensure that the lessons so welcomed are actually turned into change and implemented to protect and prevent the same things happening again. Continue reading

Steelhenge certified to ISO 22301 – in a run of successes, sun and hot rails


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In a remarkable run of British sporting successes from Andy Murray, the Lions, a Brit sporting the yellow jersey in the Tour and England winning the first test match in the Ashes series, we are delighted to announce that Steelhenge has been certified to ISO 22301, the International Standard for Business Continuity Management Systems – Requirements. Continue reading

Soft skills in the crisis management environment

By Dominic Cockram

A colleague and I delivered a presentation recently at the City Security and Resilience Networks (CSARN) conference on Crisis Leadership. It was based around much of the work we have been doing recently on the decision making and situational awareness aspects of crisis management. We considered the dynamics behind decision making in a crisis and the issues a crisis team and its leader are faced with. We looked at the individual, the leader and the team as a whole, taking into account what was most sought after in a perfect situation and what the psychological realities would impose upon people’s behaviours. Continue reading

Crisis Decision Making: How wicked pressures create decision avoidance

By Claudia van den Heuvel

Strategic level decision makers often assume they will be able to manage a crisis well, purely because they make “difficult and risky decisions” every day. In theory, crisis decision-making should follow the standard decision process of: assess the situation, formulate various options or strategies and implement a choice. Often however, this doesn’t happen. Continue reading