Decision-making processes in emergency management and disaster recovery planning

FEMA Decision Making

POINTS LEARNED THROUGH CLASSES

Decision making

Being able to make decisions and solve problems effectively is a necessary and vital part of the job for every emergency manager, planner, and responder. Since actions have to be made under stressful situations, it is imperative that decisions are made before hand so they can be objectively implemented. There are a number of different models on how to make the proper decisions in a preventative mode as well as during or after the emergency while under stressful conditions.

Byrnes (1998, p. 1), for example, argues that decision making is a functional and, therefore, highly important process that must be given considerable scientific attention because the success or failure of effective decision making can truly impact the success or failure of results. Knowing how to improve decision making, however, requires that individuals have a very clear idea understanding of decision making factors and how it develops. D'Amico (2006) notes that all too often, organizations either rely upon personal knowledge and skill or write a volumes of instructions for recovery procedures. When disaster strikes, neither approach lends itself to rapid response.

Instead, D'Amico delineates three recovery phases: resolve, respond and rebuild. The resolve phase consists of making the decision to deal with potential disasters and taking action to prevent them: 1) Who needs to be involved in developing the plan?

2) What are the organization's critical business processes and supporting equipment?

3) How long can each of those processes be unavailable without crippling the firm?

4) Are there options for replacing or outsourcing some of those processes? 5) What risks does the organization face? 6) What steps can be taken to mitigate risks? Organizations often jump right into documenting emergency response procedures, but the time is better spent in managing business processes and organizational risks.

Having specific documentation for every department will avoid many common emergencies and if and when a disaster does occur, it is likely to be smaller and more easily managed than it would have been had preventative measures not been taken.

The respond phase answers such questions as: 1) Who needs to be included on the disaster response team? 2) Who declares a disaster? 3) How will the response team communicate? 4) How will information be disseminated to all employees? 5) How will police, fire and other emergency officials be engaged? 6) Where will people operate, and with what equipment? And 7) How will customers, suppliers, partners and other parties be notified. One of the things that makes disaster planning complex is the wide variety of situations that must be addressed. The primary advantage of this approach is that the documentation for dealing with the most common situations will be brief and targeted. First responders will know exactly what they need to do in managing the most likely emergencies.

The rebuild phase consists of gathering information such as: 1) Who needs to be involved in the rebuilding effort? 2) Who will be responsible for damage assessment?

3)How will the insurance claims be handled? 4) What will be done to maintain productivity levels? 5) What adjustments will be made in working conditions and hours of operation? The end result includes set of documents with quick reference material to responders. This three-phased approach can prevent many usual emergency situations, reduce the impact of actual disasters and speed return to normal.

PREPARATION

3) Finally Holtz (2005) stresses that normally organizations are not prepared for a crisis. Even if a company believes it is ready, a plan must be updated at least every year be on the road to disaster. The media landscape has changed so dramatically in the past 12 to 18 months that any crisis plans assembled earlier than that are woefully out of date. Guidelines for responding to a crisis

The following guidelines are suggested:

1) Respond quickly. An hour ago is too late. Be accurate and professional and do not respond to rumors nor present any information that cannot be confirmed. 2) Note any mistakes made.3) Tailor r messages so they address the affected or angry constituencies. 4) Acknowledge concerns of other important audiences, even if they are on "the other side" of the issue; 5) Make no public confrontations and 6) Emphasize existing relationships with strategic partners and other allies.

The worst thing that can be done is to not have a plan in place when a disaster takes place. Preventative planning can go a long way in preventing miscommunication, personal harm and destruction of resources.