You know the feeling, you are told the incident you never wanted to happen has just occurred, which sets off the sinking feeling in your stomach, the clammy hands and the trickle of sweat down your back. Then the adrenaline kicks in and you are ready to respond. For some, this is their moment (think Mayor Giuliani after 9/11) and they thrive on high adrenaline incidents. All the mundane planning is over and this is their moment to respond and to lead or support their organization to survival, victory or even opportunity! Others run around in circles in panic not knowing where to start, or are paralysed ‘rabbits in the headlights’ doing nothing, knowing that all eyes are on them and the team are looking for leadership, the response plan to be activated and the fight back to begin.
In their classic paper ‘Designs for Crisis Decision Units’, Carolyne Smart and Ilan Vertinsky outline the characteristics of an incident, which are:
High level of emotional and physical stress;
Limited amount of time for response – leading to further pressure and stress;
Threat to high priority goals – which again leads to stress.
More of the Continuity Central post fro Charlie Maclean Bristol
