Crisis Management Training

Crisis Management - Situational Awareness for business and institutions

Organisational resilience should be a strategic objective of all sectors of society.  It is defined as 'the ability of an organisation to anticipate, prepare for, respond and adapt to incremental change and sudden disruptions in order to survive and prosper.' (British Standard BS65000). 

To help organisations achieve this, Roger Gomm Limited utilises the Integrated Emergency Management (IEM) cycle. The aim of IEM is to develop flexible and adaptable arrangements for dealing with crisis and emergencies, whether foreseen or unforeseen. This wider approach to the concept of resilience will ensure that organisations make use of all talents and resources at their disposal and will play a central role in working towards the desired outcome of having strong, resilient and supportive business.

The following six activities of IEM are fundamental to an integrated approach:

Anticipation – Assessment – Prevention – Preparation – Response - Recovery

By using the IEM process, I believe it assist businesses and organizations to react the changing hazards and security threats, whether safety and security of staff and customers or physical security of their premises or key assets and ultimately reputation. 

Crisis Managment Plan

A crisis management plan is only as good as the people that are required to implement it. Experience shows that where crisis management teams are unfamiliar with the contingency plans, or are not sure of their roles, responsibilities, and key functions, vital time can be lost in those precious few hours immediately following a crisis, critical incident or emergency. (This is often referred to as the 'Golden Hour').  This can have a significant impact on the response to and recovery from the incident. 

Roger Gomm Limited can help prepare your team for their demanding roles in dealing with a crisis, including: 

  • Natural hazards : Pandemic Influenza, Flooding, Volcanic hazards, Severe weather, Animal diseases
  • Major accidents: Major industrial accidents, Widespread electricity failure, Major transport accidents, Disruptive industrial action and Widespread public disorder  
  • Terrorism and other malicious attacks: attacks on crowded places, infrastructure and transport systems, Unconventional terrorist attacks

Our training team will lead your people through their roles and responsibilities. Topics will include: functions of command; creating situational awareness; developing a strategic plan, decision making; control centres, communication systems, internal and external communications, dealing with families and liaison with external agencies.

We will devise and run through 'reasonable worst case' but testing scenarios for your business operations, which will test your people and the plans.  Exercises can be run from half a day to several days and can involve the linking together of multiple sites to ensure that your people and plans receive as realistic and thorough training and testing as possible, ultimately ensuring that your business is as well prepared and able to 'bounce back' from a crisis, critical incident or emergency.

Crisis Management - Situational Awareness for business and institutions

The term “situational awareness” is used in crisis management to describe a best available appreciation of:

  • what is going on and what the impacts might be;
  • the degree of uncertainty;
  • the degree of containment;
  • exacerbating issues; and
  • what might happen in the future. 

Attaining situational awareness is inherently difficult in a crisis because so many things are going on, the rate of change is rapid, various interpretations of cause and effect might be plausible and the spread of impacts and potential impacts is unclear. Achieving a common appreciation of this – termed shared situational awareness – across the range of people involved in managing the crisis is harder still, as information might not move freely, technical knowledge or specialist skills might be required to interpret certain facts, terminology might not be commonly understood and certain pieces of information might deliberately be withheld from others on various grounds.

Effective information management involves collecting information from a set of sources and, if necessary, assessing source credibility whenever a new piece of information is received from unknown or unverified sources. It subsequently involves the systematic collation, assessment and analysis and presentation of that information in a format that is appropriate to the situation, which may be termed a “situation report”.

The ability to build shared situational awareness in a crisis cannot be assumed on the basis of normal operations. It requires effort to understand the requirements and develop the structures, ways of working and skills to meet them. The organization needs to have the following

Your role:

  • Understanding the overall picture, longer-term and wider impacts and risks with strategic implications.
  • Developing a strategy for the incident
  • Monitoring the effectiveness of the response.
  • Protecting image and reputation.
  • Providing information to stakeholders and managing their expectations.
  • Directing planning and operations towards the recovery process

A useful tool to consider to provide a situational awareness picture – SDI

Scale  - How big?  Geographically, how far might this thing extend?

Duration - How Long?  How might this last, both direct and acute impacts and chronic and ‘shadow’ impacts

Impacts - Doing what to whom & where? It is often easy to identify the immediate consequences, but tracing the wider impacts can be extremely difficult

Review the situation from a strategic perspective



If you would like to hear my interview on this subject with Kate Betts please go to:

Further information, training, team exercises and awareness briefings available contact:

Roger Gomm QPM