Crisis Management

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概要、フォーラム、ベストプラクティス、専門家のヒント、情報源。

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概要

明らかに、どの株式会社でも「広汎なメディア報道」を刺激する重要なビジネス中断を引き起こす状態により直面しないことを望む(危機)。 このメディア報道からの結果である国民の詮索は頻繁に会社の正常運営に影響を与え、aの(否定的な)財政、政治の、法的および政府の影響を持つことができる。 相当な価値破壊は特に危機が媒体/世論の認識でよく扱われないときの恐れられているべきである。 危機管理は右の危機の応答(予防、構造およびアドホック)の提供を取扱う。


危機管理のある一般的なの助けそしてヒント

  1. 事変対処計画を前もって準備しなさい(危機管理のチームおよびメンバーは様々な種類の危機のリハーサルをすること突然の通告により形作ることができる)

  2. 外の世界に危機について話す唯一の人が危機のチーム・メンバーであるすぐにそして明らかに内部的に発表しなさい)

  3. すぐに動かしなさい(最初の時間の情報に頻繁の媒体の造りので、危機の最初に壊れ目が非常に重要だった最初の時間後)

  4. 危機管理のコンサルタントを使用しなさい(PRのコンサルタントの客観性による助言は重要、専門家の企業イメージの専門知識を使用する)

  5. 発見されたら情報を処理することを試みることが真剣に、内部的に!また逆火することを正確で、正しい情報を与えなさい(覚えなさい)

  6. 行為に決定した場合、短期損失だけ考慮しなさい、しかし長い言葉の効果にまた焦点を合わせなさい。

構成のすべてのレベルのエグゼクティブは危機を管理するために雇われ、頻繁にそう毎日。 技術は実際に構成の価値創成プロセス、収入の源、操業費、株価、競争状態および進行中のビジネスを破壊する潜在性がある重要な危機を管理しなければならないときテストされる。 比較しなさい: Charismatic Leadership
最も有効な危機管理は検出され、取扱われる起こる-構成のビジネスに影響を与えてもいい前にとき潜在的な危機がすぐにを。 それらの例にそれらは構成の主stakeholdersの注意かマスコミによって一般大衆に決して来ない。


ビジネス継続の計画の創造

危機が既に噴火してしまった例、またはそれでは避けられない危機は影響を与える構成の主stakeholdersに、ビジネス継続の計画は中断および損傷を最小にして有用である。 そのような計画を開発することは非常に困難な課題のようにようであるできるが現実にそれは常識的な文書である。 それは機能をおよびプロセス彼らが調べるときビジネス、そしてそれらの1つ以上の潜在的故障を取扱うように操作上およびコミュニケーションの事変対処計画を設計することに重大である、そしていかに主stakeholdersが反応するそれらの識別することを含む。 時々見落される重要な要素はビジネス継続の計画をテストすることである。
ビジネス継続の計画の株式会社はビジネス影響および財政の損傷を最小にするよりよい位置にある。 それの上に、エグゼクティブはこれらの計画を開発するプロセスにまた間接便益があることが分るかもしれない。 組織はビジネスを破壊でき、操業費、利益および全面的な成長に影響を与える可能な危機の状態により敏感である。 その結果彼らのマネジャーは効果的にそれらの先頭に立つためにより急速に答え。


本: Laurence Barton - Crisis in Organizations II

本: Steven Fink - Crisis Management: Planning for the Inevitable


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危機管理をと比較した: Strategic Risk Management  |  Root Cause Analysis  |  Force Field Analysis  |  Brainstorming  |  Theory of Constraints  |  Scenario Planning  |  Game Theory  |  Real Options  |  Stakeholder Analysis  |  stakeholderの地図を描くこと


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