In his book, Manager’s Guide to Crisis Management, Jonathan Bernstein defines crisis management as “the art of avoiding trouble when you can, and reacting appropriately when you can’t.” From an organizational perspective, it involves “preventing loss when possible and minimizing loss when it’s not.”
Crises are a part of every aspect of life and are not confined to specific areas. Events occurring in the workplace can spill over into personal lives, and vice versa. Disruptions like storms, riots, strikes, power outages, road closures, and foodborne illnesses affect both home and work environments.
Prevention requires significant effort, and while it may not seem glamorous, it is a crucial first step in reducing potential damage. Bernstein emphasizes that while firefighters respond to emergencies, the true benefit lies in fire prevention measures. Similarly, identifying potential hazards before they escalate is a fundamental aspect of crisis management.
Crisis management is complex and not a one-size-fits-all solution. It involves human behaviour during stressful situations and varies across different organizations and contexts. As such, the strategies discussed in this course must be tailored to fit the specific circumstances of your organization and its environment.
What Makes a Crisis?
Crisis situations can be categorized in various ways. Although more categories could be added, we appreciate the clarity of the following classifications discussed by Jonathan Bernstein.
Creeping Crises
Creeping crises are often recognizable in hindsight. In the fast-paced nature of daily life, we may overlook or dismiss warning signs indicating gradual deterioration. For example, a leaky faucet, a door that doesn’t close properly, or a cracked window may seem like minor issues that can be fixed as they arise. However, if these problems signal that the building is settling or even sinking, they represent a creeping crisis that requires attention before it escalates.
Slow-Burn Crises
Slow-burn crises provide some advance warning, yet often go unaddressed because there is no immediate damage. A common example is when a group of unionized workers continues to perform their duties after their contract has expired, and both the employer and the union fail to negotiate a new agreement. This delay can lead to a more serious situation if not managed promptly.
Sudden Crises
Sudden crises emerge when significant issues have already begun, requiring an immediate response to mitigate damage. These situations demand quick action and effective communication to manage the fallout effectively.
Reflecting on sudden crises you’ve encountered, consider whether there were earlier signs when the situation was merely creeping or in a slow-burn phase. Identifying issues early allows for intervention, preventing them from escalating into more serious problems.
Conclusion
Understanding these types of crises helps organizations recognize potential threats and take proactive steps to address them. By being vigilant and responsive to early warning signs, you can effectively manage crises before they become overwhelming challenges.
