危机规划：三个重要步骤.docx

Preparedness Planning: Three Vital Steps危机规划： 三个重要步骤Lucien G. Canton, CEMThere is a tendency to see disasters as a class by themselves, one that requires specialized plans and procedures. The truth is that disasters are part of a continuum that begins with day-to-day problems. The processes we use to resolve these problems can be expanded and adapted for use in disasters.通常我们倾向于将危机视为独立个体，需要专门的计划和程序。但事实上，危机就源于日积月累的日常问题。我们用来解决这些问题的方法可以拓展并应用到危机中。 Understand Your Riskl 了解你的风险The first step in preparedness planning is to understand the risks that your organization faces. We usually think about risk as a specific event such as an earthquake or a flood and focus our attention on the frequency and magnitude of the event. You really cant do much about these two factors. The secret to successful preparedness planning is to understand that it is yourvulnerabilityto the event that is important and you can do something about this. Note that we are consideringimpactsnot thecauseof the emergency.第一步就是要了解组织所面临的风险。我们通常认为的风险是某个特定的事件，例如地震或者洪水，并把注意力集中在事件发生的频率及严重程度上。其实你大可不必在这两点上费心。对于某件事来说，成功的准备计划在于知道我们的劣势是什么，这一点很重要，并且知道我们能针对这些劣势做些什么。注意，我们正在考虑的不是危机产生的原因。 Risk is relative. What is a crisis for one organization can be a routine occurrence for another. The difference lies in the vulnerability of the organization to the event. We can change this vulnerability through mitigation. Mitigation reduces the potential impact of the event by reducing or eliminating the harm caused by those impacts. For example, seismically retrofitting a plant in an earthquake zone increases the chance of it surviving an earthquake and thus reduces your vulnerability to earthquakes.风险是相对的，对一个组织来说是危机的事件，也可能会成为另一个组织的常规事件。其区别就在于针对该事件来说，组织的劣势是什么。我们可以通过改变这种劣势来缓解危机。消除或减少事件的危害性，继而减少事件的潜在影响。例如，在地震带做好房屋的抗震可以增加生存的几率，继而减少我们的劣势。Know Your Organizationl 了解你的组织Once you understand the potential impacts facing your company, you can consider what these impacts would do to your business. If you are forced to close for a period of time, what will it cost you in lost business, lost discounts, late payment fees, or contractual penalties? In business continuity, we refer to this as a business impact analysis and we use the results to perform a cost-benefit analysis on proposed preparedness costs. But its not rocket science as a good business person, you should know what it costs you to be out of business for a day.一旦你了解了你的公司正面临的潜在风险，你可以考虑这些潜在的风险将会对你的业务造成什么影响。如果被迫停业一段时间，将面临多大的业务损失，将失去多少折扣，将缴纳多少滞纳金，违约金？对于业务连续性，我们倾向于把这个作为一个业务影响分析，并且我们将依据该结果对提出的预算做出成本效益分析。但这并不是很复杂的事情作为一名出色的商人，你应该知道，有一天会是什么导致你被淘汰。There are other potential impacts that arent quite as quantifiable. Would a disaster result in a decreased demand for your services because your clients are affected or will it result in an increase in business because new clients need your services either permanently or short term? How likely are your clients to remain in business after a disaster? This is the type of market forecasting we do every day were just looking at it in the context of a disaster.还有一些不可量化的潜在风险。由于客户将受到影响，它将导致我们的服务需求减少吗？或者由于新的客户需要短期或者长期的服务，它将导致我们的业务增长吗？在危机发生后你的客户仍与你继续合作的可能性有多大？这是我们每天做的一种市场预测-我们只是身处危机中看风险而已。Knowing your organization extends to knowing how your staff is likely to perform in a crisis. You already know which of your employees are reliable in crisis. Like most managers, you probably have a “brain trust” of key employees on whose judgement and advice you rely for daily operations. Consider these employees as the nucleus of your crisis management team. Remember that its not about job titles but about trust and expertise. By using the same team in varying levels of crisis, you train them and build a rapport that will pay dividends in a large crisis.想要了解你的组织你就必须了解你的员工在危机中将如何表现。你已经知道哪些员工在危机中是可靠的。就像大多数经理人一样，你可能在整体判断上会有一个“智囊”关键员工，他同时会对日常运作给你提供建议。可考虑让这些员工作为你的危机管理小组中的关键人物。记住，这不是关于职称，而在于信任和专业技能。危机管理小组需要在不同程度的危机中获得锻炼，建立融洽关系，这将有利于在大危机生存下来。Think Systematicallyl 系统思考Its common to develop a disaster management plan that is distinct from all your daily plans and procedures with the expectation that this plan will only be used in a disaster. But disasters arent always big events and plans must be scalable. Instead of focusing solely on big events, think systematically.我们一般都会建立一个危机管理计划，这个计划不同于你的日常计划和预计，这个计划只会用于危机中。但是危机并不总是大事件，危机管理计划必须全面覆盖各种情况。不仅仅是关注某个大事件，而要更系统的思考。How do you approach a routine emergency? Your first thought is usually, “is everyone okay?” Your next thought is, “what do I need to do to fix this and get back to business?” You try to figure out whats happened, you gather together the people who can fix the problem, and you get on with it.你如何处理突发情况？你首先想到的是，“每个人都还好吗？“接着想到的是，“我需要做什么来解决这个问题，并且回到正常业务上？“你试图找出发生了什么事，你把能解决问题的人聚集在一起，赶紧解决问题。While there are some differences, this is the same thing you do in a larger event. There are six basic steps you want to take:尽管会有一些差异,但是面临严重危机时，你所要做的事情是相同的，以下为你应该采取的六个基本步骤：1. Take immediate life safety measures to protect your staff and limit damage. This might include evacuation, using fire extinguishers, etc.立即采取安全措施来保护你的员工安全和降低损失。这可能包括疏散、使用灭火器等。2. Assemble your crisis management team.聚集你的危机管理小组人员。3. Assess the damage. In a large event, this includes information about what is happening within your community. One of the problems with disasters as opposed to local emergencies is that the resources you rely on daily may also be affected.损失评估。面临严重危机时，这包括发生在你的团体中所有事件信息。与紧急情况中的问题不同的是，危机中一个问题是你平常依赖的资源也可能受到影响。4. Develop an action plan. Identify those things that need to be done immediately. There are short-term issues that must be addressed at once but there are also long-term issues that may need to be decided upon and addressed as soon as possible.制定一个行动计划。识别哪些事情需要马上做。有需要立即处理的短期问题，但是也有需要尽快处理的可能需要从长计议的长期问题。5. Plan for personnel support. Your employees will be anxious, some may be injured, and some may not be able to get home. Youll need to make provisions for taking care of them.人员支持计划。你的员工可能会担心的，有些可能会受伤，有些可能不能回家。你要采取措施来照顾他们。6. Implement a crisis communications plan. At minimum, youll want to communicate with your employees, but remember that your customers will also be concerned. Keeping them in the loop may be the key to keeping their business. 实施危机沟通计划。至少，你会想与你的员工沟通，但要记住，你的客户也是需要关心的。 良好的沟通也许是维持业务合作的关键。However you approach preparedness planning, remember that to be effective, your plans must be an outgrowth of how you do business. You cant just switch off your daily routine in a crisis