Difference between revisions of "Part 2: Crisis Response Strategy CST2 v2"
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| − | {{Button Back CM BCS}} In managing a crisis, it is essential to realize that the immediate goal of any CM Plan should encompass rapid resolution. In ending a crisis as quickly as possible, an organization must seek to diffuse it and thus maintain integrity and credibility. If possible, the crisis should be turned from a negative experience into a positive experience for the organization. | + | {{Button Back CM BCS}} {{Button Back CC BCS}} In managing a crisis, it is essential to realize that the immediate goal of any CM Plan should encompass rapid resolution. In ending a crisis as quickly as possible, an organization must seek to diffuse it and thus maintain integrity and credibility. If possible, the crisis should be turned from a negative experience into a positive experience for the organization. |
[[Image:CrisisStrategy v2 Table1.jpg|right|thumb|800px|Template CM: '''Crisis Response Strategy''']] | [[Image:CrisisStrategy v2 Table1.jpg|right|thumb|800px|Template CM: '''Crisis Response Strategy''']] | ||
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* Take the offensive | * Take the offensive | ||
| − | == '''Details of Strategy''' (Col | + | == '''Detailed Description of Threats/ Crisis Scenario''' (Col 3) == |
| + | Once the general category of the types of threats or crisis scenario faced by the organisation is identified, it would be useful to relate the specifics of the threat/ crisis scenario category. For example, labour disputes: Strike organised by the Labour union, Walkout by employees as it varies from country to country. | ||
| + | |||
| + | == '''Details of Strategy''' (Col 4) == | ||
Explain clearly what is the strategy to be implemented. | Explain clearly what is the strategy to be implemented. | ||
| − | == '''Justification of Strategy''' (Col | + | == '''Justification of Strategy''' (Col 5) == |
The recommendation will be the financial impact and consequences affecting the reputation. | The recommendation will be the financial impact and consequences affecting the reputation. | ||
| − | == '''Remarks''' (Col | + | == '''Remarks''' (Col 6) == |
Provide any additional comments on the justification | Provide any additional comments on the justification | ||
{{Button Back CM BCS}} | {{Button Back CM BCS}} | ||
Revision as of 02:29, 6 January 2021
In managing a crisis, it is essential to realize that the immediate goal of any CM Plan should encompass rapid resolution. In ending a crisis as quickly as possible, an organization must seek to diffuse it and thus maintain integrity and credibility. If possible, the crisis should be turned from a negative experience into a positive experience for the organization.
Contents
Part 2: Crisis Response Strategy
Threat Category (Col 1)
Threats are divided into 2 different threat categories.
- Threats: Natural & Technology
- Crisis Scenarios
They are further divided into 6 categories:
- Confrontation
- Organizational
- Malevolence
- Workplace Violence
- Rumors
- Lack of Funds
Response Strategy (Col 2)
In response to any threats or crisis scenarios, these are the strategy that an organisation will adopt.
- Do nothing
- Stonewall
- Respond and defend
- Take the offensive
Detailed Description of Threats/ Crisis Scenario (Col 3)
Once the general category of the types of threats or crisis scenario faced by the organisation is identified, it would be useful to relate the specifics of the threat/ crisis scenario category. For example, labour disputes: Strike organised by the Labour union, Walkout by employees as it varies from country to country.
Details of Strategy (Col 4)
Explain clearly what is the strategy to be implemented.
Justification of Strategy (Col 5)
The recommendation will be the financial impact and consequences affecting the reputation.
Remarks (Col 6)
Provide any additional comments on the justification
