The pressure is on - we are in an economic downturn. This in turn has placed increasing demand on organisations to react or respond in ways unprecedented since the 1990’s. Some industry sectors are more affected than others. However what prevails generally is a global uncertainty about where this is going. Are we in a recession, depression or are we on the path to recovery? Governments internationally have been pouring
Introduction Controversy has abounded since the mid 90’s over the efficacy of Critical Incident Stress Management (CISM). Intended as multi-component staff support program, CISM has been extended well beyond the purpose for which it was designed as a support for emergency support workers in times of crisis and war. The use of CISM in a wider context has created debate as to the usefulness, and even possibility of harm.
Many organisations avoid the issue of crisis planning, as if anticipating a crisis is tempting fate. Establishing a set of basic crisis management procedures, which can be used in any organisation from a school to a major industrial centre can be done using four steps: Determine the major categories of crisis events that may occur in the organisation. Crises can be divided into three types, people crises, natural disasters
