Organizational Crisis Management: The Human Factor
Gerald Lewis, Ph.D.
(this is a final draft of an article that appears in the Continuity Insights magazine, September 2006)

“You may get your phone lines back up and have your computers backed up…
but your people may still be messed up.”

Currently, much of the focus of emergency management, business continuity, and disaster response is organized around operations, infrastructure, information technology and security issues. Yet, most work organizations in this country provide service in information, which requires human interaction.

It is necessary for professionals working in the field to expand the concept of organizational continuity to not only include but to prioritize the human factor. Unfortunately, in recent years, there has been a wide range of experiences demonstrating the need to mitigate and manage the impact of crises, not just on the workplace, but on the workforce as well. Many crisis managers and organizational planners have learned by experience that it is often easier to recover IT than to recover HT (human technology). It is generally acknowledged that a planner must conduct a business impact analysis to determine the potential likelihood of an event occurring as well as its impact on operations should that event occur. However, often that analysis does not take into account the dynamics, dilemmas and damage to the workforce. This author has developed a tool that may facilitate thinking around these issues. This tool is not a test, nor is it a statistically derived instrument, but rather is a method to begin to understand and therefore plan strategies and services to facilitate the revitalization of the employees.

The human impact assessment tool (HIAT) first looks at different types of workplace disruptions. While the scope of this article does not allow time to delve into each in any depth, it should be noted that each type of disruption brings with it its own unique set of dynamics and disruptions. Following is a brief description of each:

• Manmade I is an event perpetrated by a single individual. Examples are homicide, assault, criminal activity, etc.
• Manmade II is an incident that is organized by a group that, while violent in nature, often has political or other ideology as its basis. Examples are violent work action, terrorism, etc.
• Natural disasters are just that, events such as hurricanes, floods, earthquakes, etc.
• Organizational transitions refers to events that are planned, such as layoffs, reorganizations, mergers, acquisitions, strikes, etc.
• Infrastructure disruptions refer to regional or internal power or utility disruptions such as local or regional power outage, HVAC problems, etc.

Then the HIAT looks at 10 impact factors that should be assessed given the type of event. The factors briefly described are:

1. Locus of impact—Is this event limited to the building? City? Region?
2. Warning—Is there time to prepare, or is it a sudden even that catches people by surprise?
3. Duration—Does this event continue on for some duration continuing to create impact and a ripple effect?
4. Impact on operations—How damaging is the event to the bottom line? Physical injury/damage to:
5. Premise—Damage to the workplace itself.
6. Personnel—Injury/death to employees.
7. Personal property—While the workplace may remain intact, do the employees experience damage to personal property?
8. Reputation—Does the professional reputation of the organization take a “hit”?
9. Social structure—Are the utilities, roads, social services in the region impacted by the incident. 1
10. Concurrent stressors—Given that the workplace is “one big happy dysfunctional family” with ongoing issues, problems, and dynamics, what else has been going on in recent months prior to the incident?

Each factor is then given a subjective score between 1 and 10 (1 is low and 10 is high impact). If the total is above 50, one may suspect that there could be significant distress to the workforce resulting in further continuity issues and requiring mitigation services and strategies.

As an example, see Table 1 a significant hurricane and the subsequent flooding in Florida.

The locus of impact for a hurricane would be rated rather high, around 8 or 9 for obvious reasons. Warning would be around a 2 to 3, because even though the hurricane may be devastating, there usually is several days of forecasting and therefore, time to prepare, evacuate, set up shelters, etc. Duration refers to whether the incident is contained or ongoing. In the case of a hurricane and flood, it would be considered an ongoing event because even when the hurricane is over, there is still time of flooding, power outages, damage, etc. Therefore, for this type of incident a rating of 7 to 9 would be indicated.

Impact on operations would also be high, 7 to 9, especially if the organization is a local one. If the organization is national or regional, operations may be transferred to other locations and therefore the impact on operations would be lessened (4 or 5, perhaps). Hopefully, there would be no injury/death to personnel as people had time to plan, etc. however, had this been an earthquake, this factor may have been higher. Injury/damage to personal property would be rather high as many employees may experience flooding/damage of homes, automobiles, etc.

Impact/damage to reputation would most likely be low (1). Impact/damage to social structure would be high (9) as this connotes modes of transportation, utilities, schools, services to the social/community structure. Concurrent stressors refers to the ongoing issues, difficulties, dynamics in the organization prior to the incident. For the purposes of this exercise, it was given a mid way rating of 5.

The total for such an event would be around 54, suggesting that the human factor should be prioritized in addition to operations.

Common Reactions to Workplace Disruptions in Individuals and Groups

“It ain’t over til it’s… actually, it ain’t never really over.”

Individuals as well as groups go through stages and phases of reactions to crises in their lives. However, the myth that has been perpetuated is that support and services are needed only for a short while and then the expectation is that people should be “ok.” The reality is often that people may be initially “more ok,” and that they begin to experience greater difficulties as time goes on.

The following are stages and phases that individuals, as well as an organization, may journey through on the road to re-establishment. (During workshops, this author will ask the participants to imagine a personal or professional crisis that they have experienced. It may be a death of a loved one, a divorce, an illness/surgery, a layoff, etc. They are then requested to think about this event and its impact on their lives, while reviewing the following stages.)

• Survival—First one to two days. A compassionate presence is needed. Survival, relief from pain, comfort, being with family and friends is the primary need.
• Support—This is the next week or so when there is usually an outpouring of social and community support. In the case of a death, it is a time of condolence calls, and time away from work. In the case of a surgical procedure, it is the time of being transferred from the intensive care unit to the medical floor to discharge. Or, with a work organization that has experienced a significant crisis or a community that has been damaged by a natural disaster it may be the time immediately following the event.
• Adjustment—This stage is prolonged and depending upon the situation, may be experienced for several months to a year. It is a time when the world moves on, social support drops away, and expectations are often that the person should be “normal.” Yet, it is during this time that people begin to experience the new reality of their situation and come to face the fact that their life has changed dramatically. This is the time when people begin to experience depression and anxiety as well as workplace performance issues. However, it is often not connected to the event that occurred three to six months earlier.
• Reconciliation—Reconciliation is the phase when people come to recognize that their lives are different and begin to develop new coping methods, social support, and lifestyle changes. No longer are they bumping into intense reminders or feelings of loss and disruption. However, they are still in a process of reconciling themselves to their new lives.
• Re(dis)covery—Be it an individual, an organization, or a nation, crises forge new identities. This author chooses not to use the word recover as it connotes a return to the pre-existing state. Rather, people and organizations go through a process whereby they form a new identity, be it a cancer survivor, a divorcee, a widow, a victim of a layoff, a city ravaged by a flood or a nation victimized by terrorism.

Abraham Maslow was an early researcher in the field of psychology and developed a theory that articulates that much of human behavior is motivated by the satisfaction of needs. Further, these needs are arranged in a hierarchy with basic survival needs at the bottom and self-actualization at the top. While time and space do not permit a full discussion of Maslow’s theory, it should be noted that each of these stages correlates with one of Maslow’s hierarchical stages (Table 2).

Pre-incident Planning and Post-incident Strategies

The following is an abbreviated list of some key pre-incident and post-incident strategies. It should be noted that in relation to many security, IT, and other continuity options, the human factor services are relatively inexpensive, yet may be a significant benefit a work organizations greatest asset… its personnel… not to mention its bottom line.

Set Up a Real Team

Firstly, it is important to have a team/committee that is well organized and well supported, both from a time and financial perspective. Often, organizations will develop manuals that sit in binders in some office, seldom being opened or updated. Often, these manuals resemble the Magna Carta and while they may appear to be comprehensive, they are not exactly user-friendly at a time of crisis. There must be a committee that is charged with maintaining these tomes as well as developing training programs for all employees.

Secondly, this committee should be robust and well rounded. What is meant is that there should be representation from a wide range of departments. It is suggested that Security, IT, Legal, Human Resources, Employee Assistance, Operations, Safety, Risk Management be included. In addition, depending upon the nature of the work organization, there should be other representatives including labor, outside consultants, etc. On occasion, there should be a “guest speaker” such as someone from the local police or fire department, Red Cross, state emergency management, or media. You do not want to be meeting these folks for the first time when there is an ongoing crisis.

Thirdly, this team should meet, at a minimum, on a quarterly basis.

Policies, Protocols, and Plans

Your organization should be sure that the following policies are up to date, well publicized, and include training programs for all employees: Evacuation policies and plans

• Workplace hostility
• Domestic violence/restraining order
• Sexual harassment
• All other codes of conduct policies dependent upon the nature of the organization (i.e., federal, private, healthcare, educational, etc)
• Physical safety policies

Interactive information system—During a crisis, information is the life blood for an organization. An information system should be characterized by the following: Consistency- the information should be accurate and consistent. Redundancy- it should be transmitted through as many different methods as possible. Frequency-it should be updated and transmitted regularly. Circularity- there should be a method of two way communication. Continuity- the system should be up and functioning for an extended period of time.

There should be a method by which employees can receive and give information from and to the workplace. A Web site or toll-free telephone numbers that are updated on a regular basis may be a suitable method to give and receive information. Text messaging to PDAs is another, but do all employees have them. A “call tree” is another method, however to do this, there needs to be updated and accurate employee information.

Employee data—Have up-to-date data on how to reach employees. What has been discovered is that when employees are evacuated as in the case of floods, the workplace often does not know where they are or how to be in touch with them. After the hurricanes in Florida in 2004, one government agency had to spend much time searching for employees to determine if and when they would be able to return to work.

Emergency wallet cards—Wallet cards should be printed and distributed with emergency information such as evacuation plans, Red Cross/emergency management agency numbers, local hospital, and other relevant information. Also, an information number to call in order to receive information as well as how to notify the workplace of their welfare and whereabouts.

Family crisis plans—Each family should set up its own personal family crisis plan. Don’t forget that a family is an organization that needs a continuity plan as well. While many organizations suggest this, it is the strong recommendation of this author that, at least for “essential” or “critical” personnel, a family crisis plan be mandatory, submitted and reviewed by the team.

Supervisory training and employee education—This is an essential component to any organizational continuity plan. Train the first- and second-level supervisors! They are the ones who need much support as they are often on the front lines managing the workers. In addition, often, they are also experiencing the crisis as well. Your employee assistance program can be a valuable resource for this type of training.

Media management—With the 24/7 intensity of “infotainment,” media management may sound like the latest and greatest oxymoron. However, have a crisis and they will come. Policies and procedures should be in place with respect to how is the media to be managed should an incident impact a workplace and generate a media response. A media policy should be developed as well as a designated individual to be the media liaison. This individual will also need training.

Family services—What services will be available to family members of employees? What has been discovered is that people will be able to return to work and devote greater attention if they are not placed in role conflict whereby they must choose between the needs of their family members and that of the work place.

A comprehensive EAP—Many organizations have an employee assistance program, yet it is often treated as a well kept secret and seen as little more than a counseling service. This author is the faculty coordinator of Boston University’s graduate program in Emergency management and Organizational Continuity. As part of the course that is taught on the social and emotional elements of workplace disruption, the author has an assignment that all students must interview their EAP to inquire as to what services could be provided should a serious crisis develop. It is fascinating that many students have a difficult time even finding the EAP while others discover that the EAP provides little in the way of crisis intervention services. Still, many others ascertain that their EAP provides a diverse array of services and interventions.

Administrative visibility—Probably one of the most valuable services or interventions is administrative visibility and availability. People want to see the leaders at times of uncertainty and ambiguity. It need not be a formal presentation, but a walk-around to work departments, cafeterias, loading docks, etc is of most value. One anecdote from 9/11 was that when people were returning to a building after being away for several weeks, administrative personnel were in the lobby to personally great each group of employees as they came through the (new) security system.

The use of consultants—Don’t reinvent the wheel. Much as been learned over the past decade with respect to managing and mitigating crises. Network with others, research consultants who can fast track the development of your plan. There are numerous other services and programs that will help your personnel, and thus your work organization.

In closing, we cannot truly prevent anything, we can only improve protection in the hopes that it will lessen the likelihood of an incident occurring or the impact should one occur. Further, if one truly believes that the most valuable asset of an organization is its employees… let’s be sure that the walk is walked as well as the talk is talked. Take care of your people… they are the bottom line.

Gerald Lewis, Ph.D. is an international organizational consultant and trainer who has worked with government agencies, healthcare facilities, educational settings and private businesses on a wide range of work, behavioral health, and organizational issues. He has authored numerous articles and two books. In addition, he is an assistant adjunct professor and serves as the faculty coordinator of the Emergency Management and Organizational Continuity Program at Boston University. He can be reached at 800.649.6228 or by email at glewis@geraldlewis.com.