City of Malolos

BULACAN STATE UNIVERSITY

College of Criminal Justice System

CRIMINOLOGY 306:
Dispute Resolution in Crises/Incident Management

PROFESSOR :
Mr. Alexander M. Dionisio, Rcrim,Ph.D.

ASSISTANT PROFESSOR :
Ms. Maria Angelica C. Mista

PREPARED BY:
GROUP V – BSC 3C

MEMBERS:
Crisostomo, Aldwin M.
Dela Cruz, Jazel C.
Derder, Jonathan
Globio, Gladys F.
Guinto, Micaella Jonalyn Mae M.
Lagarto, Alpha
Linga, Pauline Mae U.
Reyes, Raven B.
Tormo, Tina
 City of Malolos
BULACAN STATE UNIVERSITY
College of Criminal Justice System

Applying Command and Control

in Crisis Management
a. Fundamental Principles
b. Command and Control System

COMMAND /kəˈmand/ CONTROL /kənˈtrōl/

Verb: to have or exercise direct authority Noun: an act or instance of controlling
Noun: an order given; the personnel, Verb: to exercise restraining or directing
area, or organization under influence over
a commander.
 Control is either the power or
Adjective: done on request influence applied to the complete and
successful direction or
 Command implies the power to make manipulation of persons or things. To
arbitrary decisions and compel have control is to have the power to
obedience. To command is to give run something in an orderly way.
an order to tell someone to do
something in a forceful and often
official way.

INTRODUCTION TO COMMAND AND CONTROL

COMMAND AND CONTROL (C2)

In the broadest sense, command and control applies far beyond military forces and
military operations.

Command and control is any system comprising multiple, interacting elements, from
societies to sports teams to any living organism, which needs some form of command
and control.
 It is essential to survival and success in any competitive or cooperative enterprise.
 It is a fundamental requirement for life and growth, survival, and success for any
system.
Command and control may take the following form:
a. A conscious command decision in deciding on a concept of operations.
 City of Malolos
BULACAN STATE UNIVERSITY
College of Criminal Justice System

b. A preconditioned reaction in immediate-action drills, practiced in advance to

execute them reflexively in moment of crises.
c. A rules-based procedure in the guiding of an aircraft on final approach.
d. A degree of judgment and intuition that can be performed only by skilled,
experienced people in devising tactics, operations, and strategies.

IN MILITARY
Command and control (C2) is the means by which a commander recognizes what
needs to be done and ensures that appropriate actions are taken.
 The execution of mission control by a properly designated commanding officer
assigned over combatant forces in the accomplishment of the mission.
 The exercise of authority and direction by a properly designated commander over
assigned and attached forces in the accomplishment of the mission.
 The nontransferable command authority exercised by commanders of unified or
specified combatant commands.
 The conduct of military operations through decentralized execution based upon
mission-type orders
A commander’s intent, expressed clearly before the evolution begins, is an essential
part of command and control.
 Effective command and control involves protecting our own command and control
activities against enemy interference and actively monitoring, manipulating, and
disrupting the enemy’s command and control activities.
 City of Malolos
BULACAN STATE UNIVERSITY
College of Criminal Justice System

COMMAND AND CONTROL SYSTEM

Typical view Reciprocal influence
Command and control is seen as Command as initiation of action and
unidirectional. control as feedback

COMMANDER COMMANDER
COMMAND

COMMAND
CONTROL

CONTROL
COMMANDER COMMANDER

Figure 1. Contrasting views of the relationship between command and control

The traditional view of command and The dynamic view of command and
control sees “command” and “control” as control sees command as the exercise
operating in the same direction: from of authority and control as feedback
the top of the organization toward the about the effects of the action taken.
bottom.
In such a command and control system,
Commanders impose control on those control is not strictly something that
under their command; commanders are commanders impose on subordinates;
“in control” of their subordinates, and rather, the entire system comes “under
subordinates are “under the control” control” based on feedback about the
of their commanders. changing situation.
 City of Malolos
BULACAN STATE UNIVERSITY
College of Criminal Justice System

BASIS OF COMMAND AND CONTROL

The basis for all command and control is the authority vested in a commander over
subordinates. Authority derives from two sources:
a. Official authority is a function of rank and position bestowed by organization and by
law. It provides the power to act but is rarely enough; most effective commanders also
possess a high degree of personal authority.

b. Personal authority is a function of personal influence and derives from factors such
as experience, reputation, skill, character, and personal example. It is bestowed by
the other members of the organization.

Responsibility, or accountability for results, is a natural corollary of authority.

 Where there is authority, there must be responsibility in like measure.
 Where individuals have responsibility for achieving results, they must also have the
authority to initiate the necessary actions.

FUNDAMENTAL PRINCIPLES
Command and control functions are performed through an arrangement of personnel,
equipment, communications, facilities, and procedures employed by a commander in
planning, directing, coordinating, and controlling forces and operations in the
accomplishment of the mission. Ultimately, C2 is the business of the commander.
 Commanders are assisted in executing these tasks by specialized staff officers and
enlisted personnel who provide a multidirectional flow of information between higher,
adjacent, and supporting units.
 Command and control elements are organized in many ways depending on the size
and type of unit within the Marine Corporations.

BASIC ELEMENTS
The basic elements of the command-and-control system are people, information, and the
command-and-control support structure.

1. People: These are individuals who gather information, make decisions, act,
communicate, and cooperate in the accomplishment of a common goal.
 City of Malolos
BULACAN STATE UNIVERSITY
College of Criminal Justice System

 People drive the command-and-control system—they make things happen—and

the rest of the system exists only to serve them.
 An effective command and control system must account for the characteristics and
limits of human nature while simultaneously exploiting and enhancing uniquely
human skills.
2. Information: It refers to representations of reality used to give form and character to
decisions and actions.
 It is the words, letters, numbers, images, and symbols we use to represent things,
events, ideas, and values.
 Command and control is essentially about getting information, judging its value,
processing it into useful form, acting on it, and sharing it with others.
 Information is a control parameter, which allows individuals to provide control or
structure to their actions.

TWO (2) BASIC USES OF INFORMATION

 To help create situational awareness as the basis for a decision.
 To direct and coordinate actions in the execution of the decision.
The critical element is not the amount of information but key elements of information
available when needed and in useful form, which improves the commander’s awareness
of the situation and ability to act.

3. Command and control support structure: It aids the people who create,
disseminate, and use information, including the organizations, procedures, equipment,
facilities, training, education, and doctrine that support command and control.

COMMAND AND CONTROL THEORY

Upon understanding the nature of command and control, it is necessary to study the
theories that serve as the basis for creating an effective command and control system.

THE OODA LOOP

 OODA is an acronym for observation-orientation-decision-action, which describes

the basic sequence of the command-and-control process.
 City of Malolos
BULACAN STATE UNIVERSITY
College of Criminal Justice System

 The OODA loop applies to any two-sided conflict, whether the antagonists are
individuals in hand-to-hand combat or large military formations.

When engaged in conflict, we first observe the situation

by taking in information about our status, our
surroundings, and our enemy.

Having observed the situation, we next orient to it by

making specific estimates, assumptions, analyses, and
judgments about the situation to create a cohesive
mental image.

Based on our orientation, we decide what to do—

whether that decision is an immediate reaction or a
Figure 2. The OODA Loop deliberate plan.

Then, we put the decision into action, such as disseminating it, supervising to ensure
proper execution, and monitoring results through feedback, which brings us full circle to
the observation phase.

IMAGE THEORY

An image embodies our understanding of a given situation or condition. People assimilate

information more quickly and effectively as visual images than in text.

Commanders need essentially three different pictures:

1. A closeup of the situation: From this picture, commanders gain a sense of what
subordinates are experiencing—their physical and moral state—to get a sense of what
they can and cannot demand of their people.
2. An overall view of the situation: From this view, commanders try to make sense of
the relative dispositions of forces and the overall patterns to gauge the difference
between the actual situation and the desired result or “top sight.”
3. The action as seen through the eyes of the enemy commander: From this view,
commanders may try to deduce possible enemy intentions and anticipate possible
enemy moves.
 City of Malolos
BULACAN STATE UNIVERSITY
College of Criminal Justice System

LEADERSHIP THEORY

Leadership is the process of influencing people to work toward the accomplishment of a

common objective. There are two basic theories of leadership, which generally
correspond to the theories of command and control.

1. Authoritarian theory of leadership: It assumes that people naturally dislike work

and will try to avoid it where possible and that they must, therefore, be forced by
coercion and threat of punishment to work toward the common goal.
2. Persuasive (or delegating) leadership: It assumes that work is as natural as rest or
play, that people do not inherently dislike work, and that work can be either a source
of satisfaction or punishment.

PLANNING THEORY

Planning is the process of developing practical schemes for taking future actions.
Depending on the situation and the nature of the preparations, planning may be done
rapidly or deliberately:

1. Rapid or time-sensitive planning: This type of planning is conducted in response to

existing conditions and is meant for immediate or near-future execution.
2. Deliberate planning: It is based on anticipated future conditions and is intended for
possible execution at a later date.

Planning occurs at different levels and manifests itself differently at these levels:

a. Conceptual planning: It establishes aims, objectives, and intents and involves

developing tactical, operational, or strategic concepts for the overall conduct of military
actions.
b. Functional planning: It concerns the functional areas necessary to support the
overall concept, such as subordinate concepts for mobilization, deployment, logistics,
and intelligence.
c. Detailed planning: It encompasses the practical specifics of execution, which
primarily deals with scheduling, coordination, or technical matters required to move
and sustain military forces, such as calculating the supplies or transport needed for a
given operation.
 City of Malolos
BULACAN STATE UNIVERSITY
College of Criminal Justice System

ORGANIZATION THEORY

Organization is an essential tool of command and control. Specifically, it must

accomplish the following:

 An organization must establish the chain of command and the command and support
relationships within the force.
 The chain of command must establish authority and responsibility in an unbroken
succession directly from one commander to another.
 The commander at each level must respond to orders and directions received from
a higher commander and, in turn, issue orders and give directions to subordinates.

In this way, the chain of command fixes authority and responsibility at each level while
distributing them broadly throughout the force. Command and support relationships
specify the type and degree of authority one commander has over another.

COMMUNICATIONS THEORY

Communications are any method or means of conveying information from one person
or place to another to improve understanding. A system based on mission command and
control requires interactive communications characterized by continuous feedback loops.

DECISION-MAKING THEORY

A principal aim of command and control is to enhance the commander’s ability to make
sound and timely decisions. There are two fundamental theories on how humans make
decisions:

1. Analytical decision-making: It is based on generating several options, comparing

them according to some criteria, and identifying the best choice.
2. Intuitive decision-making: It rejects the computational approach of the analytical
method and instead relies on an experienced commander’s intuitive ability to
recognize the critical elements of a particular problem and arrive at the proper decision.
 City of Malolos
BULACAN STATE UNIVERSITY
College of Criminal Justice System

EFFECTIVE COMMAND AND CONTROL

Crisis management refers to identifying a threat to an organization and its stakeholders
to mount an effective response to it.

To effectively apply command and control in crisis management, the following elements
must be considered:

a. Low-level initiative: Initiative is an essential element of mission command and

control since subordinates must be able to act without instructions.
 The freedom to act with initiative thus implies a greater obligation to act disciplined
and responsibly.
b. Commander’s intent: It should pull the various separate actions of the force together,
establishing an underlying purpose and focus.
 In doing so, subordinates may act according to their unique circumstances while
maintaining harmony with one another and the commander’s aim.
c. Mutual trust: It refers to the confidence in the abilities and judgment of commanders,
subordinates, peers, and seniors.
 Trust is the cornerstone of cooperation. It increases the individual’s identity with
the group and its goals, contributing to a supportive, cooperative environment.
d. Implicit understanding and communication: These are the bases for cooperation
and coordination in maneuver warfare. These human abilities allow us to harmonize
our actions intuitively with others.
e. Decision-making: The ability to make decisions quickly based on incomplete
information is essential.
f. Information management: It should facilitate the rapid, distributed, and
unconstrained flow of information in all directions to enhance commanders' ability to
communicate a concept and intent with clarity, intensity, and speed.
 It should also allow us to discriminate as to importance, quality, and timeliness to
provide focus and prevent information overload.
g. Leadership: It is a matter of enlisting the committed, enthusiastic, and loyal
performance of subordinates, both as a habitual quality and in support of each specific
mission.
h. Planning: It is a learning process that helps us understand how to exploit various
possibilities in an uncertain future.
 City of Malolos
BULACAN STATE UNIVERSITY
College of Criminal Justice System

THE COMMAND-AND-CONTROL SUPPORT STRUCTURE

The sole purpose of the support structure is to assist people in recognizing what needs
to be done and taking appropriate action. The following are the components of the
structure designed first and always with people in mind:

1. Training, education, and doctrine: Collectively, they prepare people for their
command-and-control roles. Each must provide a shared ethos, common experiences,
and a shared way of thinking as the basis for trust, cohesion, and implicit
communication.
2. Procedures: They can be a source of organizational competence, which can be
especially useful for improving the coordination among several people who must
cooperate in accomplishing repetitive tasks.
 They should be designed for simplicity and speed to master and perform
command and control quickly and smoothly, even under extreme stress.
3. Manpower: People are the driving element of the command-and-control system.
Manpower management systems must seek to achieve personnel stability within units
and staff to foster cohesion, teamwork, and implicit understanding.
4. Organization: It should not inhibit communications in any way but instead facilitate
the rapid distribution of information in all directions and provide feedback channels.
5. Equipment and technology: Strike a balance that gets the most out of the equipment
and integrates technology properly with the other components of the system.
 City of Malolos
BULACAN STATE UNIVERSITY
College of Criminal Justice System

REFERENCES:

Borden, A. (2003). Command and Control in Crisis Management. An International Journal,

10, 15–23. https://procon.bg/system/files/10.01_Borden.pdf

Coleman, F. (2022, August 25). Command and Control Terms of Reference. 505th

Command and Control Wing.

https://www.505ccw.acc.af.mil/News/Commentaries/Display/Article/3139068/com

mand-and-control-terms-of-reference/

Emper, S., & Is, F. (n.d.). Command and Control MCDP 6 U.S. Marine Corps PCN 142

000001 00. https://www.marines.mil/Portals/1/Publications/MCDP%206.pdf

Bulacan State University

City of Malolos
COLLEGE OF CRIMINAL JUSTICE SYSTEM

SUBJECT: CRIMINOLOGY 306

Crisis Prevention Measures

PROFESSOR:
Dr. Alexander M. Dionisio

ASSIST. PROFESSOR:
Maria Angelica C. Mista

LEADER:

Vasquez, John Carlo MEMBERS:

Pamfillo, James Bill

Lanorias, Janmer

Graellos, Kenrick

Aclan, Hannah Grace Hadji Ali, Salman

Gatdula, Reine Justin

GROUP 4 : CRISIS PREVENTION MEASURES WHAT IS CRISIS PREVENTION MEASURES?

CRISIS PREVENTION MEASURES IS THE LESS COSTLY AND MOST EFFICIENT

WAY TO DEAL WITH A CRISIS SITUATION IN ADVANCE AND, THEREFORE, TAKES

PLACE IN NORMAL TIMES. IT ENABLES THE IDENTIFICATION OF POTENTIAL

RISKS AND VULNERABILITIES, SETS OUT THE MAIN ELEMENTS THAT NEED TO

BE CONSIDERED IN TIMES OF STRESS AND DEFINES

ALL NECESSARY PROCESSES TO FACE A CRISIS SITUATION.

CHECKLIST YOU SHOULD HAVE TO PREVENT CRISIS

•EARLY INTERVENTION

•RECOVERY PLANNING

•RESOLUTION

•IDENTIFICATION

EARLY INTERVENTION OF CRISIS

•THE FIRST STEP IN EARLY INTERVENTION OF CRISIS IS IDENTIFYING THE CRISIS’ NATURE

EARLY INTERVENTION OF CRISIS : IDENTIFICATION

NATURAL CRISIS

•NATURAL CRISIS, ANY CALAMITOUS OCCURRENCE GENERATED BY THE

EFFECTS OF NATURAL, RATHER THAN HUMAN-DRIVEN, PHENOMENA THAT

PRODUCES GREAT LOSS OF HUMAN LIFE OR DESTRUCTION OF THE NATURAL

ENVIRONMENT, PRIVATE PROPERTY, OR PUBLIC INFRASTRUCTURE. A

NATURAL DISASTER MAY BE CAUSED BY WEATHER AND CLIMATE EVENTS OR

BY EARTHQUAKES, LANDSLIDES, AND OTHER OCCURRENCES

THAT ORIGINATE AT EARTH’S SURFACE OR WITHIN THE PLANET ITSELF. NO

SPOT ON EARTH IS IMMUNE FROM A NATURAL DISASTER; HOWEVER, CERTAIN TYPES OF DISASTERS ARE OFTEN
LIMITED TO OR OCCUR MORE FREQUENTLY IN SPECIFIC GEOGRAPHIC REGIONS.

EXAMPLES OF NATURAL CRISIS

•FLASH FLOODS AND TYPHOONS

•WILDFIRES

•DROUGHTS

•EARTHQUAKES

WHY PHILIPPINES IS PRONE TO TYPHOONS •THE PHILIPPINES IS PRONE TO

TYPHOONS DUE TO ITS GEOGRAPHIC LOCATION AND PHYSICAL

CHARACTERISTICS, BEING SITUATED IN THE "PACIFIC RING OF FIRE" AND

BETWEEN TWO TECTONIC PLATES, WHICH RESULTS IN

FREQUENT EARTHQUAKES AND VOLCANIC ACTIVITY. ADDITIONALLY, THE

PHILIPPINES IS VULNERABLE TO CLIMATOLOGICAL HAZARDS SUCH AS

TROPICAL CYCLONES, WITH TYPHOONS BEING ONE OF THE MOST SALIENT

HAZARDS. CLIMATE CHANGE IS CONTRIBUTING TO STRONGER TYPHOONS IN

THE REGION, AS HIGHER SEA SURFACE TEMPERATURES AND SUBSURFACE SEA TEMPERATURES REMOVE THE
NATURAL BUFFER ON TYPHOON STRENGTH.

DROUGHT CAUSES WILDFIRES

•SOUTHEAST ASIA IS PERIODICALLY AFFECTED BY THE EL NIÑO-SOUTHERN

OSCILLATION (ENSO) PHENOMENON THAT INDUCES PROLONGED DRY OR WET

SEASONS. IF A PROLONGED DROUGHT OCCURS, THE AFOREMENTIONED FOREST VEGETATION TYPES ARE PRONE TO
DISTURBANCE BY WILDFIRES, EXCEPT FOR MANGROVE AND BEACH TYPE FORESTS.

•IN PHILIPPINES, THE PEAK FIRE SEASON TYPICALLY BEGINS IN EARLY

FEBRUARY AND LASTS AROUND 14 WEEKS. THERE WERE 1,182 VIIRS FIRE ALERTS REPORTED BETWEEN 21ST OF
AUGUST 2023 AND 19TH OF AUGUST 2024 CONSIDERING HIGH CONFIDENCE ALERTS ONLY.

EARTHQUAKES IN PHILIPPINES

•THE PHILIPPINES, KNOWN FOR ITS INTENSE SEISMIC ACTIVITY, FORMS A COLLECTION OF ISLANDS OF VARYING
SHAPES AND SIZES IN THE

WESTERN PACIFIC OCEAN. THE ISLANDS AND THEIR MANY EARTHQUAKES

RESULT FROM A COMPLEX TECTONIC SETTING. TO THE WEST, THE EURASIAN

PLATE SUBDUCTS BENEATH THE PHILIPPINE ARCHIPELAGO ALONG SEVERAL TRENCHES, INCLUDING THE MANILA,
NEGROS, AND SULU TRENCHES.

ORGANIZATIONAL MISDEED CRISIS

•CRISES OF ORGANIZATIONAL MISDEEDS ARISE WHEN MANAGEMENT MAKES

CERTAIN DECISIONS, KNOWING THE HARMFUL CONSEQUENCES OF THE SAME

TOWARDS THE STAKEHOLDERS AND EXTERNAL PARTIES. IN SUCH CASES, SUPERIORS IGNORE THE AFTER-EFFECTS
OF STRATEGIES AND IMPLEMENT THE SAME FOR QUICK RESULTS.

EXAMPLES OF ORGANIZATIONAL MISDEED CRISIS

•SKEWED MANAGEMENT VALUES

•DECEPTION
•MANAGEMENT MISCONDUCT

SKEWED MANAGEMENT VALUES

•THE CRISIS OF SKEWED MANAGEMENT VALUES ARISES WHEN MANAGEMENT SUPPORTS SHORT-TERM GROWTH
AND IGNORES BROADER ISSUES.

DECEPTION

•ORGANIZATIONS FACE A CRISIS OF DECEPTION WHEN

MANAGEMENT PURPOSELY TAMPERS DATA AND INFORMATION.

•FOR EXAMPLE, MANAGEMENT MAKES FAKE PROMISES AND MAKES

WRONG COMMITMENTS TO CUSTOMERS. COMMUNICATING WRONG INFORMATION ABOUT THE ORGANIZATION AND

PRODUCTS LEAD TO A CRISIS OF DECEPTION.

MANAGEMENT MISCONDUCT

•ORGANIZATIONS FACE A CRISIS OF MANAGEMENT MISCONDUCT WHEN MANAGEMENT INDULGES IN DELIBERATE

ACTS OF ILLEGALITY.

•FOR EXAMPLE, ACCEPTING BRIBES AND PASSING ON CONFIDENTIAL INFORMATION.

MANAGEMENT MISCONDUCT : DUE TO WORKPLACE VIOLENCE •WORKPLACE VIOLENCE IS A TYPE OF CRISIS THAT
ARISES WHEN EMPLOYEES ARE INDULGED IN VIOLENT ACTS.

•FOR EXAMPLE, BEATING EMPLOYEES AND SUPERIORS ON THE OFFICE PREMISES ITSELF.

MANAGEMENT MISCONDUCT : DUE TO RUMOURS

•SPREADING FALSE RUMOURS ABOUT THE ORGANIZATION AND BRAND LEADS TO A CRISIS.

•FOR EXAMPLE, EMPLOYEES SPREAD INACCURATE

INFORMATION, TARNISHING THEIR ORGANIZATION'S IMAGE.

MANAGEMENT MISCONDUCT : DUE TO LACK OF FUNDS

•THE CRISIS ALSO ARISES WHEN ORGANIZATIONS FAIL TO PAY THEIR CREDITORS AND OTHER PARTIES.

•FOR EXAMPLE, A LACK OF FUNDS CAN LEAD TO A CRISIS, BANKRUPTCY, OR LIQUIDITY CRISIS.

EARLY INTERVENTION OF CRISIS

•PREPARATION

•THE SECOND STEP IN EARLY INTERVENTION OF CRISIS IS PREPARING FOR THE CRISIS
EARLY INTERVENTION OF CRISIS: PREPARATION

•TO PREVENT A CRISIS, WE MUST HAVE A PLAN.

•TO COUNTER ANY LOOMING CRISIS, A PROPER PROCESS AND PLAN MUST BE

USED FOR EFFECTIVE CRISIS MANAGEMENT. A CRISIS MANAGEMENT PLAN IS A DOCUMENTED OUTLINE OF A
PROCESS TO FOLLOW FOR AN ORGANIZATION TO RESPOND EFFECTIVELY TO A CRISIS.

EARLY INTERVENTION OF CRISIS : PREPARATION •CRISIS MANAGEMENT

PLANNING WILL FOCUS MAINLY ON BUILDING INFRASTRUCTURES THAT HELP

THE COMMUNITY NEGATE POSSIBLE RISKS AND HOW TO RESPOND TO

CRISES SHOULD THEY OCCUR. IT ALSO INVOLVES THE ORGANIZATION’S WORKFORCE AND THE CRISIS MANAGEMENT
TEAM IN TESTING THE METHODS AND HAVING REGULAR INTERNAL TRAINING ON THE PROCESS.

EARLY

INTERVENTION OF CRISIS:

PREPARATION

CRISIS PREPARATION CHECKLIST

VULNERABILITY AND RISK ASSESSMENT

• VULNERABILITY ASSESSMENT IS DONE TO IDENTIFY THOSE AREAS THAT

IS AT THE MOST RISK FOR TROUBLE. WE WANT TO UNDERSTAND THE

KINDS OF ISSUES AND CRISES THAT ARE THE MOST LIKELY TO HAPPEN, AND THOSE THAT,

WHILE UNLIKELY, CAN HAVE A DEVASTATING IMPACT ON THE COMMUNITY’S ABILITY TO SURVIVE.

RECOVERY PLANNING:

•THE RECOVERY STAGE AFTER A CRISIS IS OFTEN UNDERAPPRECIATED OR SKIPPED ENTIRELY DESPITE ITS VITAL
ROLE IN RESTORING CONFIDENCE AND TRUST IN AN ORGANIZATION.

RECOVERY PLANNING:

TAKE TIME TO DEBRIEF

•IT IS IMPORTANT TO ALLOCATE TIME TO DEBRIEF WITH THE TEAM INVOLVED IN MANAGING AND RESPONDING TO
THE CRISIS.

RECOGNISE THEIR EFFORTS AND POINT OUT THINGS THEY DID WELL TO

HANDLE THE SITUATION. THIS NOT ONLY BOOSTS MORALE, BUT IT BUILDS POSITIVE RELATIONSHIPS THAT WILL HELP
THINGS RUN MORE SMOOTHLY IF ANOTHER CRISIS OCCURS.

RECOVERY PLANNING:

TAKE TIME TO DEBRIEF

•THE CRISIS TEAM NEED TO COME TOGETHER TO REVIEW THE EFFICACY

OF THE CRISIS COMMUNICATION PLAN BY ASSESSING ITS STRENGTHS

AND WEAKNESSES. WHAT WORKED AND WHAT DIDN’T? HONESTY

IS IMPORTANT IN THIS STEP SO THE TEAM CAN MAKE

APPROPRIATE ADJUSTMENTS FOR BEST CRISIS MANAGEMENT PRACTICE IN THE FUTURE.

RECOVERY PLANNING:

CREATE A RECOVERY PLAN •THE RECOVERY PLAN SHOULD INVOLVE THESE THREE TASK:

•CONDUCT A SITUATIONAL ANALYSIS

•IDENTIFY WHO ARE AT RISK

•PLAN THE RESPONSE

CREATE A RECOVERY PLAN:

CONDUCT A SITUATIONAL ANALYSIS

•REGULAR TESTING OF THE CRISIS MANAGEMENT PROCESS AND

EMERGENCY EQUIPMENT AND UPDATING THEM FREQUENTLY OR AS NEEDED.

•INITIATE FREQUENT TRAINING AND REFRESHER COURSES ON HANDLING

CRISES. DRILLS AND PRACTICE OPERATIONS MUST FREQUENTLY TAKE PLACE TO KEEP REFRESHING STAKEHOLDERS
ON EMERGENCY RESPONSES TO CRISES.

CREATE A RECOVERY PLAN:

IDENTIFY WHO ARE AT RISK

•ANALYZING THE COMMUNITY / PERSON AT RISK CAN ELIMINATE

PROGRESS DELAYS AND PREPARE FOR POTENTIAL SETBACKS. IT CAN ALSO HELP YOU VISUALIZE WHICH RISKS ARE
MOST LIKELY TO OCCUR SO YOU CAN PLAN A RESPONSE FOR THESE RISKS.
CREATE A RECOVERY PLAN:

PLAN THE RESPONSE

•TAKE EACH RISK YOU’VE IDENTIFIED AND DETERMINE WHAT ACTIONS YOUR

TEAM WOULD NEED TO TAKE TO RESPOND TO THE THREAT IF IT DOES

HAPPEN. •ONCE YOUR CRISIS PLAN IS COMPLETE, REVIEW THE FINAL

PRODUCT TO ENSURE THERE ARE NO GAPS. REVISIT YOUR CRISIS MANAGEMENT PLAN AND UPDATE IT AT LEAST
ONCE A YEAR BECAUSE POTENTIAL RISKS CAN CHANGE WITH TIME.

INTER AGENCY

•INVOLVING TWO OR MORE GOVERNMENT OR OFFICIAL ORGANIZATIONS WORKING TOGETHER

•INTERAGENCY WORK GROUPS SOMETIMES SPAN LEVELS OF

GOVERNMENT, INCLUDING STATE AND LOCAL STAFF WHO HOLD DIFFERENT RESPONSIBILITIES IN THE SAME AREA
OF SERVICE, SUCH AS PUBLIC HEALTH, ENVIRONMENTAL QUALITY, OR EDUCATION.

CONTINGENCY PLANNING

•CONTINGENCY PLANNING IS A MANAGEMENT TOOL THAT INVOLVES ALL PARTS OF AN ORGANIZATION. IT CAN HELP
ENSURE TIMELY AND EFFECTIVE HUMANITARIAN AID TO THOSE WHO NEED IT MOST.

•MAKING A CONTINGENCY PLAN INVOLVES MAKING VARIOUS DECISIONS AS

AN ORGANIZATION BEFORE AN EMERGENCY HAPPENS. THESE DECISIONS RANGE

FROM HOW TO MANAGE HUMAN AND FINANCIAL RESOURCES, HOW TO BEST COORDINATE INTERNALLY AND WITH
PARTNERS, AND WHAT COMMUNICATIONS PROCEDURES TO PUT IN PLACE.

EXAMPLES OF CONTINGENCY PLANS

•BUSINESS CONTINUITY - ALL SORTS OF BUSINESS CAN APPLY THIS TYPE OF

CONTINGENCY PLAN. THE AIM OF SUCH A CONTINGENCY PLAN IS TO ENSURE THAT THE REGULAR OPERATIONS OF A
BUSINESS CONTINUE IF AN UNWANTED EVENT TAKES PLACE.

•EVENTS - AN IMPORTANT PART OF ORGANIZING ANY TYPE OF EVENT OR

CONFERENCE IS UNDERSTANDING WHAT POSSIBLE RISKS COULD OCCUR AND KNOWING HOW TO RESPOND TO
THEM. AN EVENTS' CONTINGENCY PLAN INCLUDES RISK RESPONSE PROCESSES.

EXAMPLES OF CONTINGENCY PLANS

•OPERATIONS - ALL KINDS OF POSSIBLE SCENARIOS CAN AFFECT

MANUFACTURING OPERATIONS. A CONTINGENCY PLAN CAN RESPOND TO

THESE IMMEDIATELY AND KEEP OPERATIONS FUNCTIONING. MUCH LIKE THE OTHER TYPES OF CONTINGENCY PLANS
DISCUSSED HERE, THESE PLANS ATTEMPT TO ESTIMATE THE PROBABILITY OF EACH RISK.

ELEMENTS OF CONTINGENCY PLANS

•AN OVERVIEW OF EACH POSSIBLE SCENARIO: THIS INCLUDES HOW THE SCENARIO MIGHT TAKE PLACE, WHAT IT
MIGHT LOOK LIKE AND HOW TO IDENTIFY THE SCENARIO.

•THE IMPACT OF THE RISKS - ARRANGE THE RISKS BY HIGH IMPACT TO LOW IMPACT, DETAILING EXACTLY WHAT
MIGHT HAPPEN ALONG WITH THEIR POSSIBLE EFFECTS.

ELEMENTS OF CONTINGENCY PLANS

•PREPARATION FOR EACH RISK - THIS IS THE FIRST STEP OF THE

CONTINGENCY PLAN AND IT INVOLVES PREPARING FOR EACH RISK BEFORE IT

CAN TAKE PLACE. •RESPONSE - THIS DETAILS THE EXACT STEPS TO TAKE

WHEN A RISK EVENT HAPPENS. THE CONTINGENCY PLAN RESPONSE PROVIDES CLEAR INSTRUCTIONS FOR ANYONE
INVOLVED AND AS A RESULT, IT'S REQUIRED TO BE UNDERSTOOD BY EVERYONE.

THE GOAL OF A CONTINGENCY PLAN

•CONTINGENCY PLANS CAN TAKE ON VARIOUS FORMS, BUT THEIR OVERALL AIMS REMAIN THE SAME. BY
UNDERSTANDING AN ORGANISATION'S

OBJECTIVES AND GOALS, IDENTIFYING THE RISKS AND EVENTS THAT COULD

IMPACT THESE AND PUTTING YOUR CONTINGENCY PLANS INTO PRACTICE,

ORGANISATIONS OPERATE FAR MORE SAFELY AND EFFICIENTLY. THE GOAL IS TO ENSURE LONG-TERM SUCCESS FOR
THE BUSINESS, INDIVIDUAL OR WHATEVER ELSE THE CONTINGENCY PLAN MAY COVER.

REFFERENCES:

https://www.ifrc.org/our-work/disasters-climate-and-crises/disasterpreparedness/contingency-

planning#:~:text=Contingency%20planning%20means%20preparing%20an,save d%20when%20a%20disaster%20strikes.

https://dictionary.cambridge.org/dictionary/english/interagency#google_vignette
https://www.dlapiper.com/en-hk/insights/publications/practicalcompliance/2023/crisis-management-preparing-
your-response-today
https://asana.com/resources/crisis-management-plan
https://www.britannica.com/science/natural-disaster
 Bulacan State University

COLLEGE OF CRIMINAL JUSTICE EDUCATION

City of Malolos, Bulacan

CRIM 306:

Dispute Resolution and Crises Incidents Management

Submitted to:
Dr. Alexander Dionisio

Submitted by:

MEMBERS:

Alcantara, Michael

Galman, Jayvee

Lanzado, John Cedrick

Padilla, Mark James

Perez, Reinhard Smith

Banaag, Mariela J.

Garcia, Daisy Joyce

Limbaga, Alex Fatima Ashley

Mendez, Elaiza Marie

BSC - 3C
 Post-Crisis Evaluation

This is a critical step where organizations analyze their performance during a crisis, focusing on what
worked and what didn’t. Debriefing should involve honest assessments, not for assigning blame but
for finding solutions and improving future crisis responses. Questions to consider include whether a
crisis plan was in place and whether actions adhered to or deviated from it. Accountability is key, and
a culture of transparency encourages constructive feedback

Things You MUST Do In Post-Crisis

1. Initial Debrief or Hot Wash

- An initial debrief, often referred to as a "hot wash," is a meeting conducted immediately after the
crisis to review and discuss the events that transpired. This informal gathering involves
all key personnel who were involved in the crisis response. The purpose is to reconstruct the
sequence of events, identify what was successful in the response, and pinpoint areas where
improvements are needed. It captures fresh impressions and immediate feedback while the events
are still recent in everyone's minds.

Why It’s Needed:

-This step is crucial for quickly gathering insights and observations from those directly involved. It
provides an opportunity to discuss immediate reactions and understand what worked and what didn’t
in a timely manner. This preliminary analysis helps set the foundation for a more detailed review and
improvement process, ensuring that initial feedback is captured before it is forgotten.

2. Baseline Analysis

- Baseline analysis involves evaluating whether a crisis management plan was in place prior to the
incident, how effectively it was implemented, and where deviations from the plan occurred. This
process includes assessing the adherence to established procedures, identifying areas where
improvisations were necessary, and understanding the reasons behind any deviations from the plan.

Why It’s Needed:

-Conducting a baseline analysis is essential for determining the effectiveness of the crisis
management plan and identifying any shortcomings or gaps. By understanding where and why
deviations occurred, organizations can pinpoint weaknesses in their planning and execution, allowing
for targeted improvements. This analysis helps ensure that future crisis plans are more robust and
adaptable.

3. Accountability Review

- An accountability review involves a thorough evaluation of the roles, responsibilities, and actions of
individuals and teams during the crisis. This process focuses on assessing who was responsible for
various tasks, how well they executed their duties, and what impact their actions had on the overall
crisis response. The goal is to understand performance and responsibility without assigning undue
blame.

Why It’s Needed:

-Accountability reviews are important for fostering a culture of transparency and responsibility. By
understanding individual and team contributions, organizations can identify strengths and areas for
improvement. This process helps build trust, encourages honest assessments, and provides valuable
insights into how performance can be enhanced in future crisis situations.

4. Root Cause Analysis

-Root cause analysis is a systematic process of identifying the underlying reasons for both successes
and failures during the crisis response. This involves investigating the factors that contributed to the
effectiveness or shortcomings of the response, such as communication breakdowns, coordination
issues, or resource limitations. The aim is to uncover the fundamental causes rather than just
addressing symptoms.
Why It’s Needed:

-Root cause analysis is critical for addressing the underlying issues that affected crisis management.
By identifying and understanding these fundamental problems, organizations can implement more
effective solutions and prevent similar issues in future crises. This deeper analysis helps improve
overall crisis response strategies and strengthens organizational resilience.

5. Recommendations and Actionable Solutions

-Based on the findings from the evaluation and analysis, recommendations and actionable solutions
are formulated. This involves proposing specific, practical improvements to address identified issues
and enhance future crisis response efforts. Recommendations may include updates to crisis
management plans, additional training for staff, or the acquisition of new resources.

Why It’s Needed:

- Developing actionable solutions ensures that lessons learned from the crisis are translated into
tangible improvements. By implementing these recommendations, organizations can address
weaknesses, enhance their preparedness, and improve their ability to respond effectively to future
crises. This step is vital for turning analysis into meaningful changes that strengthen crisis
management capabilities.

6. Documentation and Sharing Lessons Learned

- Documentation involves compiling all findings, recommendations, and insights from the post-crisis
evaluation into a formal report. This report includes a detailed account of the crisis response, the
analysis conducted, and the improvements suggested. Sharing these findings across the organization
ensures that the lessons learned are disseminated and integrated into future practices.

Why It’s Needed:

- Proper documentation and sharing of lessons learned are crucial for organizational learning and
improvement. This ensures that valuable insights are preserved and accessible for future reference,
helping to build a knowledge base for better crisis management. Sharing these lessons across the
organization helps prepare all team members and departments for improved response strategies and
fosters a culture of continuous improvement.

Things MUST NOT Do In Post-Crisis

1. Ignoring the Situation

Ignoring the situation involves neglecting to address the ongoing impacts and residual effects of the
crisis after the immediate threat has passed. This can include failing to deal with unresolved issues,
not providing

continued support to those affected, or overlooking lingering problems that may still be affecting the
organization. By disregarding these aspects, organizations risk worsening the situation, leaving
problems unaddressed, and missing opportunities for recovery and improvement.

Why It’s Needed:

-It is crucial to continue addressing the situation even after the immediate crisis has ended because
unresolved issues can lead to further complications or setbacks. Ignoring the aftermath can
exacerbate existing problems, erode trust, and prevent the organization from fully recovering. Active
management of the post-crisis situation ensures that all aspects of the crisis are properly resolved
and that the organization can move forward effectively.

2. Acting Rashly

-Acting rashly means making hasty decisions or taking impulsive actions without fully considering the
implications, risks, or available information. This can involve implementing changes or solutions
without adequate planning or assessment, which can lead to unintended consequences or
exacerbate the crisis. Rash actions often result from pressure to act quickly but can undermine the
effectiveness of the recovery process.
Why It’s Needed:

- It is essential to avoid acting rashly because quick, unconsidered decisions can lead to mistakes,
complications, and potentially harmful outcomes. A thoughtful approach ensures that decisions are
based on a thorough analysis of the situation and available options, leading to more effective and
sustainable solutions. Taking the time to carefully evaluate the situation helps prevent further issues
and supports a more strategic and effective recovery.

3. Avoiding Communication

- Avoiding communication refers to the failure to maintain transparency and keep all relevant
stakeholders, including employees, customers, and the public, informed about the crisis and its
resolution. This can involve withholding information, failing to provide regular updates, or not
addressing concerns and questions. Poor communication can lead to confusion, mistrust, and a
breakdown in relationships.

Why It’s Needed:

- Effective communication is vital during and after a crisis to ensure that all stakeholders are informed,
reassured, and aligned. Avoiding communication can create a void that may be filled with
misinformation or speculation, potentially damaging the organization’s reputation and relationships.
Transparent and ongoing communication helps maintain trust, manage expectations, and ensure that
everyone involved understands the current status and future plans.

4. Blaming Others
- Blaming others involves attributing fault or responsibility for the crisis or its aftermath to individuals
or groups rather than focusing on constructive solutions and learning from the experience. This can
create a hostile environment, reduce morale, and hinder collaboration. Blame-shifting can prevent a
thorough analysis of what went wrong and impede the organization’s ability to improve its crisis
management practices.

Why It’s Needed:

- Focusing on blame rather than solutions can detract from the opportunity to learn and improve.
Addressing the crisis constructively by analyzing what happened and identifying ways to enhance
future responses fosters a culture of accountability and continuous improvement. Blaming others
often hampers recovery efforts and damages team cohesion, whereas a focus on problem-solving
promotes a positive and productive environment.

5. Neglecting Support Systems

- Neglecting support systems means failing to provide the necessary resources and assistance to
individuals affected by the crisis, including mental health support, counseling, and practical help. This
can also include not addressing the needs of employees who may be dealing with stress or trauma.
Neglecting these support systems can hinder recovery and well-being.
Why It’s Needed:

Support systems are essential for helping individuals cope with the aftermath of a crisis and recover
effectively. By neglecting these needs, organizations risk further harm to affected individuals and may
experience decreased productivity, morale, and engagement. Providing adequate support helps
individuals and teams recover more quickly and supports overall organizational resilience.

6. Overlooking Documentation

-Overlooking documentation involves failing to keep accurate and comprehensive records of the crisis
and the response efforts, including decisions made, actions taken, and lessons learned. This can
result in a lack of valuable information for future reference, evaluation, and improvement. Proper
documentation is essential for understanding the full scope of the crisis and the effectiveness of the
response.

Why It’s Needed:

Documentation is crucial for assessing the crisis response and identifying areas for improvement.
Without detailed records, organizations may miss opportunities to learn from the experience and
enhance their crisis management strategies. Comprehensive documentation provides a foundation for
reviewing what happened, making informed improvements, and ensuring that lessons learned are
integrated into future planning.

7. Failing to Review and Adapt

- Failing to review and adapt involves not taking the time to evaluate the effectiveness of the crisis
response and make necessary adjustments to strategies and plans based on what was learned. This
includes not identifying areas where the response could be improved or failing to update crisis
management procedures in light of new insights.

Why It’s Needed:

- Reviewing and adapting is a critical step in the post-crisis phase because it allows organizations to
learn from their experiences and improve their crisis management capabilities. Without this review,
organizations risk repeating the same mistakes in future crises and missing out on opportunities to
strengthen their response strategies. Continuous improvement ensures that the organization is better
prepared for future challenges and can respond more effectively.

8. Disregarding Employee Well-Being

- Disregarding employee well-being involves neglecting to address the psychological, emotional, and
physical needs of employees affected by the crisis. This can include failing to offer support services,
counseling, or creating a supportive work environment. It also means not acknowledging the stress
and challenges faced by employees during and after the crisis.

Why It’s Needed:

 -Employee well-being is crucial for maintaining productivity, morale, and overall effectiveness.
Neglecting this aspect can lead to increased stress, burnout, and disengagement, which can
undermine recovery efforts and impact long-term performance. Providing support and fostering a
positive work environment helps employees recover more quickly and contribute effectively to the
organization’s overall resilience.

9. Skipping Long-Term Planning

- Skipping long-term planning refers to focusing solely on immediate recovery efforts without
considering the need for strategic planning to prevent similar crises in the future and strengthen
organizational resilience. This involves failing to develop or update long-term strategies, risk
management plans, and preventive measures.

Why It’s Needed:

Long-term planning is essential for ensuring that an organization can handle future crises more
effectively and build resilience. By focusing only on short-term recovery, organizations risk being
unprepared for future challenges and missing opportunities to strengthen their operations. Long-term
planning helps in developing strategies to mitigate risks, enhance preparedness, and improve the
organization’s overall capability to respond to and recover from crises.

10. Overpromising Solutions

- Overpromising solutions refers to making unrealistic commitments or assurances about what can be
achieved in the aftermath of the crisis. This includes setting overly ambitious goals or timelines
without a clear and practical plan for how they will be met. It also involves making promises about
recovery outcomes or improvements that may not be feasible given the resources and constraints.

Why It’s Needed:

Being realistic about what can be achieved is crucial for managing expectations and maintaining
credibility. Overpromising can lead to disappointment, frustration, and a loss of trust if the promised
outcomes are not delivered. By setting realistic goals and managing expectations carefully,
organizations can focus on achievable improvements, build trust with stakeholders, and ensure a
more effective and sustainable recovery process.

ACTIVITIES IN POST-ACTION CRISIS

The post-crisis stage looks for ways to better prepare for the next crisis and fulfils commitments made
during the crisis phase, including follow-up information.

In Crisis Management, Post-Action and Assessment Activities are critical for evaluating how
effectively a crisis was managed and how improvements can be made. Some key activities include:
1. Impact Assessment: Evaluating the overall impact of the crisis on the organization, including
operational disruptions and reputational damage. This helps to identify areas where the response
was effective and where it fell short.

1. After-Action Reviews (AAR): These structured debriefings help identify lessons learned from
the crisis. It involves gathering feedback from all stakeholders to discuss what worked, what
didn’t, and how to improve in the future. This review can shape future crisis strategies.
1. Stakeholder Engagement: Continuing communication with stakeholders, including employees,
customers, and the public, to maintain trust and address any lingering concerns. Transparency
about the outcomes and lessons learned is important to rebuild relationships and manage
perceptions.

1. Recovery Strategies: Implementation of recovery plans to restore normal operations, which

may include improving communication systems, training programs, or operational adjustments
that were revealed as weaknesses during the crisis.

5. Documentation and Future Planning: Recording the entire process and updating crisis
management plans based on the insights gained, ensuring the organization is better prepared for
future crises​.
Handover of Responsibilities
Handover responsibility refers to the process of transferring control, information, and accountability
from one individual or team to another during or after a crisis. This ensures continuity and coherence
in managing the situation. It involves detailed communication about the current status, ongoing
actions, and any relevant issues or decisions that have been made. Effective handover is crucial for
maintaining operational efficiency and ensuring that the incoming team or person can seamlessly
continue the response efforts without disruption.

SIGNIFICANCE OF HANDOVER RESPONSIBILITY

1. Continuity of Operations

- Continuity of operations refers to the seamless transition of crisis management responsibilities to

ensure that response efforts proceed without interruption. This involves transferring critical tasks,
decision-making authority, and operational control to a new team or individual in a manner that
maintains the effectiveness and momentum of the response. The objective is to ensure that there are
no gaps or delays in managing the crisis, which could exacerbate the situation or lead to missed
opportunities for resolution.

Why It’s Needed:

Ensuring continuity of operations is crucial because any lapse or delay in management can
compound the crisis, leading to increased harm or confusion. A well-executed handover prevents
disruptions in the response, maintains focus on resolving the crisis, and helps ensure that the
response remains coordinated and effective.

2. Comprehensive Information Transfer

 - Comprehensive information transfer involves providing detailed and complete communication
about the current status of the crisis, ongoing actions, decisions made, and any unresolved issues.
This includes sharing essential data, strategic plans, and potential risks or challenges that the new
team or individual will face. Effective information transfer helps the incoming team understand the
full context and specifics of the situation.

Why It’s Needed:

Thorough information transfer is necessary to avoid starting from scratch and to enable the
incoming team to make informed decisions quickly. By having a complete picture of the crisis,
including past actions and current needs, the new team can continue the response effectively without
the risk of overlooking important details.

3. Avoidance of Redundancy
-Avoidance of redundancy means ensuring that tasks and responsibilities are clearly defined and
transferred without overlap or duplication. Proper handover practices involve detailing who is
responsible for what, which helps prevent different teams or individuals from working on the same
issues or taking conflicting actions. This involves clarifying roles and responsibilities to ensure
efficient management of all aspects of the crisis.

Why It’s Needed:

Minimizing redundancy is vital to avoid confusion and wasted resources. When responsibilities are
not clearly communicated, there is a risk of duplicated efforts, which can hinder the crisis response
and lead to inefficiencies. Clear handover procedures ensure that all tasks are managed effectively
and that there is no unnecessary overlap.

4. Minimization of Errors

-Minimization of errors involves establishing a structured handover process that ensures all relevant
information and instructions are communicated clearly and accurately. This includes detailing any
critical tasks, procedures, and context needed for the incoming team to avoid repeating mistakes or
making uninformed decisions.

Why It’s Needed:

In high-pressure situations, errors can have significant consequences. A well-organized handover

helps reduce the likelihood of mistakes by ensuring that the incoming team has all the necessary
information to carry on the response effectively. This helps in maintaining the quality of the crisis
management efforts and avoids potentially costly errors.
5. Enhanced Coordination and Collaboration

Enhanced coordination and collaboration involve ensuring that all involved teams and agencies are
aligned and working together smoothly. Effective handover facilitates better coordination by clearly
defining roles, responsibilities, and communication channels. This ensures that everyone understands
their contributions to the crisis response and that collaborative efforts are well-organized.

Why It’s Needed:

Effective coordination and collaboration are essential in a crisis, as multiple teams or agencies often
need to work together. A well-structured handover helps ensure that all parties are on the same page,
reducing the risk of misunderstandings and enhancing the overall effectiveness of the response.

6. Accountability and Clarity

Accountability and clarity involve establishing clear lines of responsibility and documenting who is
accountable for various tasks during the crisis response. This includes specifying roles, tracking
progress, and evaluating performance to ensure that everyone understands their responsibilities and
can be held accountable for their actions.

Why It’s Needed:

Clear accountability helps in tracking the effectiveness of the crisis response and ensures that
responsibilities are well-defined. This transparency is important for evaluating performance,
identifying areas for improvement, and ensuring that all team members understand their roles and
contributions to the crisis management efforts.

7. Learning and Improvement

- Learning and improvement involve documenting the actions taken during the crisis and evaluating
what worked well and what could be improved. This process includes capturing insights and
feedback to refine crisis management strategies and procedures for future incidents. It provides a
foundation for continuous improvement and better preparedness.
Why It’s Needed:

Structured learning from past crises helps organizations refine their strategies and improve their
crisis management capabilities. By documenting lessons learned and making necessary adjustments,
organizations can enhance their readiness for future crises and avoid repeating previous mistakes.

Things You Must Not Do in Handover Responsibility

1. Don’t Leave Out Critical Information

Leaving out critical information means failing to provide essential details needed for the ongoing
management of the crisis. This includes neglecting to share important updates, key contacts, and
immediate actions required. Incomplete information can result in mismanagement or worsening of
the crisis.

Why It’s Needed:

Providing all necessary information is essential to ensure that the incoming team can effectively
continue managing the crisis. Missing information can lead to gaps in the response, increased
confusion, and potential escalation of the situation. A comprehensive handover helps prevent these
issues and supports a smooth transition.

2. Avoid Rushing the Handover

 -Rushing the handover involves hastily transferring responsibilities without allowing sufficient time to
thoroughly explain the situation, actions taken, and necessary next steps. This can result in
incomplete or unclear instructions and can lead to mistakes or misunderstandings.

Why It’s Needed:

Taking adequate time for the handover process ensures that the incoming team has a full
understanding of the crisis and their responsibilities. A rushed transition can lead to confusion, errors,
and an ineffective response. Proper time allocation helps ensure that the handover is comprehensive
and clear.

3.Don’t Neglect Documentation

Neglecting documentation means failing to provide or transfer all relevant records, reports, and data
needed for managing the crisis. This includes missing emergency plans, contact lists, and other
critical information that supports effective crisis management.
Why It’s Needed:

Proper documentation is vital for ensuring that the incoming team has access to all necessary
information to continue the response. Without complete documentation, there is a risk of missing
important details or having to recreate information, which can hinder the crisis management efforts.

4.Don’t Assume Knowledge

- Assuming knowledge involves expecting the new person or team to be familiar with the specifics of
the crisis or the response plan without providing them with the necessary context and instructions.
This can result in gaps in understanding and ineffective management.

Why It’s Needed:

Providing clear and detailed instructions is crucial to ensure that the incoming team understands
their role and the current status of the crisis. Assuming prior knowledge can lead to
misunderstandings and errors, which can negatively impact the crisis response.

5.Avoid Overloading with Information

 -Overloading with information means providing an excessive amount of details at once, which can
overwhelm the incoming team and make it difficult for them to focus on key priorities. This can result
in confusion and reduced effectiveness in managing the crisis.

Why It’s Needed:

While it is important to provide comprehensive information, it is equally important to present it in a

manageable way. Focusing on key priorities and providing additional details as needed helps ensure
that the incoming team can effectively process and use the information.

6.Don’t Forget to Highlight Key Contacts and Resources

-Forgetting to highlight key contacts and resources means failing to inform the new team about
important stakeholders, team members, and external contacts, as well as how to reach them. This
can hinder communication and coordination efforts.

Why It’s Needed:

- Identifying and providing contact information for key stakeholders and resources is essential for
maintaining effective communication and coordination. This ensures that the incoming team can
quickly connect with relevant individuals and organizations to support the crisis response.

7.Don’t Leave Unresolved Issues

 -Leaving unresolved issues involves not addressing ongoing problems or tasks that are critical to the
crisis resolution. This includes failing to communicate the current status of these issues and the next
steps needed to address them.

Why It’s Needed:

Ensuring that all unresolved issues are addressed and communicated helps prevent disruptions in the
crisis response. It ensures that the incoming team is aware of ongoing challenges and can take
appropriate action to resolve them.

8. Avoid Ignoring Follow-Up

-Ignoring follow-up means not planning for a period of overlap or additional support to address any
questions or issues that arise during the transition. This can lead to unresolved questions and
potential disruptions in the crisis response.
Why It’s Needed:

Planning for follow-up and providing ongoing support during the transition helps address any
uncertainties or issues that may arise. This ensures that the incoming team has the necessary
assistance to manage the crisis effectively and make a smooth transition.

9. Don’t Disregard Feedback

-Disregarding feedback involves not seeking or considering input from the person taking over the
responsibilities regarding the handover process. This feedback can highlight gaps or issues that need
to be addressed to improve the handover.

Why It’s Needed:

Seeking and incorporating feedback helps identify any shortcomings in the handover process and
provides opportunities for improvement. Addressing feedback ensures that the handover is as
effective as possible and contributes to better crisis management practices in the future.

REFERENCES:

Forbes: Crisis Management – Key Steps for Effective Transition

Harvard Business Review: Crisis Management and the Importance of Handover

Emergency Management: Post-Crisis Evaluation Guide

FEMA: After-Action Review (AAR) Toolkit

Harvard Business Review: Debriefing After a Crisis

Business Continuity Institute: Effective Handover During Crisis

International Journal of Emergency Services: The Role of Handover in Crisis Management

Crisis Management Institute: Best Practices for Crisis Handover