Gestione delle Crisi

Centro di Conoscenza

Ovviamente, nessuna società spera di affrontare “situazioni che causano una crisi significativa negli affari che stimola un vasta eco sui media„ (crisi). Lo scrutinio pubblico che risulta da questo interesse dei media spesso riguarda le normali operazioni dell'azienda e può avere un effetto finanziario, politico, legale e governativo negativo. Si deve temere una notevole distruzione di valore, specialmente quando la crisi non è maneggiata bene nelle percezioni dei media/opinione pubblica. La gestione delle crisi ha a che fare con la giusta risposta ad un eventuale crisi (preventiva, strutturale ed ad-hoc).

Alcuni aiuti e suggerimenti generici sulla gestione di crisi

1. Preparare in anticipo piani di emergenza (team e membri della gestione di crisi possono essere formati con un lasso di tempo molto breve, preparandosi su crisi di vari generi)

2. Annunciare immediatamente e chiaramente all'interno che le uniche persone autorizzate a parlare della crisi al mondo esterno sono i membri del team della crisi)

3. Muoversi rapidamente (le prime ore dopo i primi segni di crisi sono estremamente importanti, perché i media spesso costruiscono sulla base delle informazioni delle prime ore)

4. Usare consulenti di gestione di crisi (i consigli obiettivi da parte di consulenti esperti in materia sono importanti, per usare l'esperienza di specialisti di immagine aziendale)

5. Fornire informazioni esatte e corrette (ricordarsi che provare a maneggiare le informazioni sarà danneggiante se è scoperto, anche internamente!)

6. Nel decidere sulle azioni, considerare non solo le perdite nel breve termine, ma focalizzarsi pure sugli effetti nel lungo termine.

I dirigenti a qualsiasi livello dell'organizzazione, sono impiegati per gestire le crisi e spesso lo fanno giornalmente. Le loro abilità  sono realmente testate quando devono gestire crisi significative che hanno il potenziale di interrompere il processo della creazione di valore dell'organizzazione, le fonti di reddito, le spese d'esercizio, il prezzo dell'azione, la posizione competitiva ed il business in corso. Paragonare: Leadership Carismatica.
La gestione più efficace di crisi è quando le crisi potenziali vengono rilevate rapidamente e trattate - prima che possano avere effetto sul business dell'organizzazione. In quei casi non destano mai l'attenzione degli stakeholder chiave o del grande pubblico dell'organizzazione per mezzi dei media.

Creare un piano di continuità del business

Nei casi in cui la crisi è già scoppiata, o è inevitabile che la crisi abbia un effetto sugli stakeholder chiave dell'organizzazione, un piano di continuità del business è utile per minimizzare la distruzione ed i danni. Sviluppare un tal programma può sembrare una operazione scoraggiante, ma in realtà è un documento di senso comune. Comporta l'identificazione di quelle funzioni e quei processi critici nel business, e la progettazione di piani di emergenza comunicativi ed operativi per affrontare il  potenziale guasto di uno o più di loro, e di come gli stakeholder chiave reagiranno quando lo scopriranno. Un elemento importante che a volte è trascurato è verificare il Piano di Continuità del Business.
Le società con i piani di continuità del business saranno in una posizione migliore per minimizzare l'effetto sul business e i danni finanziari. Inoltre, i dirigenti possono trovare che il processo di sviluppare questi programmi ha anche un beneficio indiretto. Le loro organizzazioni sono più sensibili a situazioni possibili di crisi che potrebbero interrompere il business ed interessare le spese d'esercizio, i profitti e lo sviluppo generale. Di conseguenza i loro manager rispondono più velocemente ed efficacemente per allontanarle.

Referenza Bibliografica: Laurence Barton - Crisis in Organizations II

Referenza Bibliografica: Steven Fink - Crisis Management: Planning for the Inevitable

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