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Creeping Josh Allen Jersey , Slow-Burn and Sudden Crises Business Articles | January 25, 2010
Crises can be divided into three categories, all of which require different tactics and responses. Read on to hear about what I call, "Creeping, Slow-Burn and Sudden Crises."


Crises can be divided into three categories:

1. Creeping Crises - foreshadowed by a series of events that decision makers don't view as part of a pattern.

2. Slow-Burn Crises - some advance warning Joseph Noteboom Jersey , before the situation has caused any actual damage.

3. Sudden Crises - damage has already occurred and will get worse the longer it takes to respond.


It is not uncommon for what seems to be a sudden crisis to have actually, first, been a creeping crisis that was not detected. Appropriate measures, early in the process, can often prevent or Jessie Bates Jersey , at least, minimize the damage from slow-burn and sudden crises.

Below are some examples from the healthcare industry. From this, readers in other industries should be able to develop comparable lists.

1. Creeping Crises

* Lack of a rumor-control system, resulting in damaging rumors.

* Inadequate preparation for partial or complete business interruption.

* Inadequate steps to protect life and property in the event of emergencies.

* Inadequate two-way communication with all audiences, internal and external.

2. Slow-Burn Crises

* Internet activism

* Most lawsuits.

* Most discrimination complaints.

* Company reputation

* Lack of regulatory compliance - safety James Washington Jersey , immigration, environment, hiring, permits, etc.

* Major operational decisions that may distress any important audience James Daniels Jersey , internal or external.

* Localstatenational governmental actions that negatively impact operations.

* Officialgovernmental investigations involving your healthcare organization andor any of its employees.

* Labor unrest.

* Sudden management changes - voluntary or involuntary.

* Marketing misrepresentation.

3. Sudden Crises

* Patient death - Your healthcare organization perceived to be liable in some way.

* Patient condition worsened - Your healthcare organization perceived to be liable in some way.

* Serious on-site accident.

* Insanedangerous behavior by anyone at a location controlled by your healthcare organization.

* Criminal activity at a company site andor committed by company employees.

* Lawsuits with no advance notice or clue whatsoever.

* Natural disasters.

* Loss of workplacebusiness interruption (for any reason).

* Fires.

* Perceptions of significant impropriety that damage reputation andor result in legal liability, e.g., publicized involvement of company employee in a group or activity perceived to be a threat to the U.S. government or society; inappropriate comments by a "loose cannon;" business activities not officially authorized by management.

Typically, reviewing a list like this triggers thoughts of other situations that need to be addressed during the crisis planning process. Article Tags: Sudden Crises, Healthcare Organization


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