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The Crisis Management Continuum: PlanningIntroductionAs mentioned above, planning relates to getting your institution in the best positionto react to, and recover from, a crisis. Planning for a crisis is discussed in some detail throughout this manual. For example, the chapter on explosive threats helps you consider what is necessary to plan to respond to an explosive threat-related crisis at your institution. The chapter on armed intruders seeks to do the same.However, there are two elements of planning that are unique to managing a crisis:• Creating escalation rules for your employees and• Creating a crisis team.In short, the goal is to have employees who know when to report problems and a team of senior employees who are ready to react to them. Each will be discussed in turn.Creating Escalation Rules for Your Employees: Preventing, Detecting and Controlling a CrisisCreating escalation rules for your employees is an essential element in crisis prevention, detection, and control. This means that you train your employees to bring mattersto the attention of more senior personnel for their analysis and handling as soon as possible, preferably before they become critical. It means not only setting clear rules for when an employee must notify senior staff of a problem (for example, whenever a caller or letter writer mentions suing your institution), but also empowering staff to feelcomfortable reporting concerns to senior staff (for example, ensuring that junior staff do not feel at risk of ridicule or a negative job review if they in good faith report what they inaccurately believe is a problem).Without such rules, a developing crisis may go unnoticed by senior management until it develops, appears in the press, and/or turns into a calamity.• Choosing to Act — or NotCreating escalation rules is important because when and how a manager becomes aware of a crisis can often determine how an institution responds — and how successful it can be in its response. Consider these two scenarios:1. A synagogue employee receives a phone call that, while not overtly threatening, is a rambling speech that contains some very anti-Semitic remarks. The employee doesn’t inform the director of the call. (Institutional discussion of situation ends)2. A synagogue employee receives a phone call that, while not overtly threatening, is a rambling speech that contains some very anti-Semitic remarks. After the call, the employee makes a note of all the information relating to the call, informs his/her supervisor (the synagogue director), who in turn calls the police to file a report. Afterwards, after consulting with the synagogue President, he/she decides that the situation warrants extra security during the upcoming high holidays and briefs security personnel accordingly.
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