the 13th annual continuity insights management conference... · 2016-06-14 · continuity insights...

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The 13th Annual Continuity Insights

Management Conference

Presented by: Continuity Insights

April 20-22, 2015Talking Stick Resort ● Scottsdale, AZ

Next Generation Resilience

Imagine One of the Worst Days in the Life of Your

Company: Are You Ready?

Dennis Potter, LMSW, FAAETS

Crisis Care Network

Wyoming, MI

Objectives

1) Identify responses beyond traditional employee-centric services

2) Bring highly-visible value to senior managers

3) Identify resources to supplement traditional EAP crisis offerings

Copyright Crisis Care Network, Inc. 2015 All rights reserved

“Crises magnify the significance of small weaknesses.”Bruce T. Blythe


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Traumatic Workplace Incidents Defined

•A sudden and unexpected event

•Powerful enough to overwhelm normal coping skills of employees

•Often includes serious threat or actual injury or loss of life

• Is the highly disruptive to normal work production

•Difficult to just shake it off and get back to work


Beyond Risk Management

No matter how well your risk management program has served the organization in

preventing a crisis to date, few companies can escape an extreme event

at some point in time…..White paper 2012


Why Should An Organization Respond?

•When employees are affected by an event, they look to leadership to help them get through their reactions and to protect them

•When people are “stunned” because of the event, they are temporarily not functioning at their best for a while

• It becomes leadership’s responsibility to make sure their staff are safe


The Risk of Doing Nothing…….

Four Common Mistakes:

1. Ignore the Situation

2. Wait and see…….

3. Don’t talk about it

4. Misunderstand the objective of a Critical Incident Response


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Crisis Management vs.Crisis Preparedness

•Best Practice approaches to the crisis happening right now

•Field tested strategies and tactics for different industries, different types of critical incidents, different scale events

Crisis Preparedness

•Big picture, out ahead of an actual event

•Assess and analyze risks

•Build policies, procedures, teams, external experts

Crisis Management


4 Phases of a Crisis……..

1. Impact

2. Immediate Afterward

3. Hours later

4. Aftermath


….And what employees need

1. Safety of knowing leadership has

anticipated and has a plan

2. The plan includes defined roles and

responsibilities

3. Management by walking around

4. Outside expert resources


Individual Stress Response

Each survivor’s crisis is unique

Each survivor is unique


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Physiological/Neurological Response


The Impact of Critical Incidents

•Rapid Heart Rate

•Chills

•Nausea

•Tremors

•Gastro-Intestinal Upset

•Dizziness

• Headaches

• Rise in Blood Pressure

• Sleep Disturbances

• Perspiration

• Fatigue

• CHEST PAINS***

Physical Reactions:


•Confusion

•Slowed Thinking

•Disorientation

•Memory Problems

•Poor Concentration

•Short Attentions Span

• Calculation Difficulty• Decision Making

Difficulty• Problem Solving

Difficulty• Distressing Dreams• Intrusive Thoughts and

Memories• Fear of Repetition


Cognitive Reactions:


•GUILT

•GRIEF

•Anxiety

•Disbelief

•Hopelessness

•Feeling Isolated

•Numb

• ANGER

• Fear

• Shock

• Sad

• Withdrawn

• Overwhelmed

• Depressed


Emotional Reactions:


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• Increased possibility of substance use/abuse

•Pacing

•Avoidance

•Restlessness

•Hyper-vigilance

•Workplace Sabotage

• Increased Blaming/Violent Behavior


Behavioral Reactions:


•Coming to terms with one’s own mortality

•Questioning one’s religious beliefs and faith practice

•Questioning who/what can I trust?

•Loss of security in "terra firma" that the earth is "solid" and dependable

•People lose their illusion of invulnerability; anyone can be in the wrong place at the wrong time

•A sense of meaninglessness


Life-View/Spiritual Reactions:


Critical Incident Response

1. Initial Leadership Consultation regarding the human side of recovery

• Support leadership to lead well through the crisis

• Offer suggestions, guidance as helpful

2. Customized Response

• Where, when, who, how long?

• Anything else?


Critical Incident Response

3. On site direct support and guidance to employees in groups and 1:1

4. Final evaluation and follow up as needed

Objective: Support, Stabilize, and Return to Productivity


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Loss Reactions

•Sense of Personal Safety

•Sense of Control

•Sense of Immortality

•Sense of Predictability

•Sense of Relationship to Environment

•Basic Assumptions about the World


Is There a Difference?

•Sometimes an employee might experience a physical injury on the worksite

•This may or may not be a critical incident depending on the nature or severity of the injury

•But sometimes, an employee might experience an injury to their “psyche” which may not be so obvious


Physical Injury vs. “Psyche” Injury

•Physical Injury

•Physical Healing

•Physical Therapy

•Rehabilitation

•Retraining

•Return to Work

•Trauma Event

• Interpretation of the trauma event

•Fear of Reoccurrence

•Hyper Vigilant

•Agoraphobia

•Stuck at home


Physical Injury Is Often More Contained

•There are often more defined recovery points

•There are often more clear cut next steps

•The pathways to recovery are often more clearly defined

•The definition of recovery is often more clear


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Psyche Injury Is Often Less Contained

•There are often ill defined recovery points

•There are often no clear cut next steps

•The pathways to recovery are often less clearly defined

•The trauma event can “uncover” old history unrelated to the workplace

•The reactions are often scary and less understood


The Role of Work in Overall Functioning

“Work is central to a person’s identity and social role. It provides income, but more than that, it is often an important source of self-esteem. For many people, lack of work equates with lack of meaning. Thus, loss of work capacity is a life crisis, one that demands an immediate and focused response.”

- “Assessing and Treating Psychiatric Occupational Disability”,

American Psychiatric Foundation Report


•Although Behavioral Health professionals understand mental status, very often they do not understand, nor have they been trained to understand, functional status.

•Many often do not understand the functions that a employee regularly performed in his or her job before becoming challenged with a traumatic event.

The Role of Work in Overall Functioning


•Some clinicians often view employers as part of the problem.

•Many clinicians wrongly believe that the employer’s interests and the employee’s are at odds

•Even though many admit to not understanding the employee’s job requirements and the policies and benefits that may be available from employers!

Wrong Type of Intervention?

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The Disability Clock is Ticking

• Report from the Stay-at-Work and Return-to-Work Committee of the American College of Occupational and

Environmental Medicine, August 31, 2005

• *This graph depicts employees with both physical and psychiatric conditions.

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

0 4 8 12 16 20 24 28 32 36 40 44 48 52

Time Away From Work in Weeks

% Ever RTW


A Win/Win Situation

Employee’s Concerns:•Cope with the immediate crisis

•Resist reactive decision making (personal cost)

•Maintain stability for self/family

•Access appropriate care if/when needed

Employer’s Concerns:

•Contain the immediate crisis

•Lessen the dynamics of reactivity (corporate cost)

•Maintain viability of the organization

•Facilitate access to appropriate care


Business Continuity and Recovery

There is no business recovery without people who:

• Are healthy enough to return to work and be productive

• Are assured enough of their safety to not feel afraid to return to work

• Have had their trust in the leadership established so that they desire to return to work


Focusing Only on the Trauma

•Therapists can inadvertently collude with horror and inability to cope

•Contributes to paralysis

•The “fine line” between empathy and over-identification

•Feeds into employee’s perception of being unable to function


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“It is important to note that it is not the coping skills that individuals have or do not have that are important. What counts are the coping skills that individuals believe they have or do not .”

(Ray, 2004)

Coping efficacy is defined as the perceived capability to manage post-traumatic recovery demands.

(Benight & Bandura, 2004)

Coping Efficacy


Goal: Return to Work; Stay at Work

•Work is therapeutic

•Being off work is a crisis

•All possible resources need to be utilized to facilitate improved function and return the person to work ASAP

•This is echoed in Occupational Medicine and other disciplines

APA Foundation Research in 2007:


But What About the BIG ONE?


4 Primary Areas of Concern

1. People

2. Business Disruption and Customer Service

3. Reputation/Trust

4. Finances


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Overarching Responsibilities

What are the 2 overarching responsibilities of senior management?

. . . and those who support their leadership?


Overarching Responsibilities

1.Grow the value of organization

2.Protect core assets


Steward of Core Assets

In a crisis, the job is to protect . . .

• People

• Reputation

• Brand

• Trust

• Finances

• Shareholder value

• Business operations

• Physical property

• Intellectual property

• Key Relationships


Tactical vs. Strategic

•Most crisis planning is tactical:

•Evacuation

•Notifications

•Mobilization

• “Put out the fire”

•Communications: media/internal

•Emergency response


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Tactical vs. Leading

React . . . . . . . . . . . Anticipate

Short-term . . . . . . . . Long-term

Process . . . . . . . . . . Principles

Narrow . . . . . . . . . . Wide focus

Procedures . . . . . . . Strategic

Tactical vs. Crisis Leadership


Crisis Leadership Triad

.

Be

Know Do

“Crisis Leadership is more about who you are . . . than what you know”


• Be . . . Character

• Who you are

• Know . . Competence

• What you know

• Do . . . Action

• What you do



Be

Do

1. Vision / Know

2. Communication / Do

3. Caring / Be

Eyes

Mouth

Heart

DoKnow

Be



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Defining Moment

Defining Decision:

Turning point.

Crossroads.

Strategic direction.

That answers . . .

• How will you handle this crisis?


Defining Decision:

Turning point.

Crossroads.

Strategic direction.

• Rudy Giuliani - 9/11

• Arthur Andersen - Enron scandal

• James Burke - J&J poison Tylenol

• Martha Stewart - Insider trading

• Charles Steger – VA Tech Univ.

• Gov. Chris Christy - Hurricane Sandy

Defining Moment


Be

Do

1. Vision / Know

2. Communication / Do

3. Caring / Be

Eyes

Mouth

Heart

DoKnow

Be


A return to . . .


Crisis Leadership TriadBe

Do

• Vision

• Stakeholders

• Context

DoKnow

Be

Know Eyes

Mouth

Heart


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Crisis Decision-Making


SIP-DE Crisis Decision-Making

• Scan

• Crisis fact pattern

• Identify

• Problem area(s)

• Predict

• Likely progression

• Decide

• Based on anticipation

• Execute

• By priority

“Spatial Pattern Recognition”


Potential Stakeholders• Employees/ Families• Contractors/ Business Partners• Facility/ Site Managers • Staff Managers (HR, IT, etc.)• Senior Managers/Board of Directors• Institutional investors/ Shareholders• Insurance representatives• Suppliers/ Distributors• Customers• Government regulators/ politicians• Competitors• Media representatives• Union• Communities• Internet (users/ bloggers)• Industry activist groups



• Communication

• Timely Execution

• Take Responsibility

Be

Know Do

Do Eyes

Mouth

Heart


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Crisis Communications

So people will understand and retain . . .

• 3 key messages ……….. maximum

• Each 7 to 12 words….. maximum

• 3 supporting facts …..…. maximum

Source: Center for Risk Communication


Strategic Timing

40 - 70 Rule

• Colin Powell: former Army General;

U.S. Secretary of State

• Once information is in the 40-70% range,

• Go with your gut

• Judgment is more important than additional

data at this point

• Waiting until 100% sure = too late


• Caring

• Character

• Emotional Self-Regulation

Crisis Leadership TriadBe

DoDoKnow

Be

BeEyes

Mouth

Heart


Guiding Principles

. . . Values for Crisis Response

1.Well-being of people first, with caring and compassion

2.Assume appropriate responsibility

3.Address needs of all stakeholders in a timely manner

4.All decisions and actions based on honestyand ethical guidelines

5.Available, visible and open communicationwith all impacted parties


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Crisis Leadership Checklist

• Strategic Mapping• Define the crisis (beyond the obvious)• Issues / impact on core assets• How can the situation escalate?• What would successful resolution look like… for each stakeholder?

• Stakeholders• Anticipate needs of every impacted stakeholder• What would you want if you were in their position?• Communications to and from each appropriate stakeholder

• Impact• What would be the impact of our actions? (Intended vs. Unintended)

• Implementation• What needs to: Start? Stop?• Who is going to do it? (Reports to whom?)• Timing? (Immediate, Delay, Defer?)


Protecting Reputation

" I would rather lose money than lose people's trust.”

“The promises I make and reliability of my products are always more important to me than the short-term gains.”

Robert Bosch

(23 September 1861 – 12 March 1942)

(Largest automotive parts manufacturer in the world:

Revenue €52.5 billion in 2012)


Adding Crisis Consultancy to CIR

Using Trusted Partners

Partnerships

Prevent

Prepare

Respond

Recover

EAP


What We Know Now…

•“The only difference between a rut and a grave is depth.” – William O’Hanlon

Early referral improves outcomes

•“If you come to a fork in the road, take it.” –Yogi Berra

Doing something is better than nothing


http://www.google.com/url?sa=i&source=images&cd=&cad=rja&docid=5Zc14ikyKOXQoM&tbnid=yPdii77kr5i6AM:&ved=0CAgQjRwwAA&url=http://www.bosch-stiftung.de/content/language2/html/7848.asp&ei=qHMiUcGXBIjY9ASP54HwBA&psig=AFQjCNFjIInys6NVV1pJoQ5rkM3jxL_Ang&ust=1361298728128825

http://www.google.com/url?sa=i&source=images&cd=&cad=rja&docid=5Zc14ikyKOXQoM&tbnid=yPdii77kr5i6AM:&ved=0CAgQjRwwAA&url=http://www.bosch-stiftung.de/content/language2/html/7848.asp&ei=qHMiUcGXBIjY9ASP54HwBA&psig=AFQjCNFjIInys6NVV1pJoQ5rkM3jxL_Ang&ust=1361298728128825

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Assisting Those Who Do Not Return To Work

•Profile - the 10 % who fail to return to work• Team Members in this group all leave employment

within 30 Days• 5% immediately quit • 4% refused contact of any kind• 3% accept initial crisis contact intervention but refuse

any follow up• 2% were recommended for longer term referral to a

therapist - but Family Dollar had no program

All the above may file a Workers Compensation or Disability Claim


Focus of Interventions

•The focus/objective of all interventions is to reduce symptoms and improve function

•The goal is return to work and be able to stay at work

•By the second session, a discussion occurs between the provider and the employee establishing return to work guidelines


What about the 6% Who Struggle to Recover?

•Previous history of trauma

•Presence of preexisting conditions of anxiety, depression or both

• Individual’s level of resilience

•Personality

•Severity of event

•Know perpetrator

•Workplace issues


Thank You for participating in this seminar, I hope you found it

helpful!


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Dennis PotterManager, Training and Consultant Relations

[email protected]

888-736-0911; X842

Website: www.crisiscare.com

Presenter Contact Information

@crisis_care

Dennis PotterCrisis Care Network

the 13th annual continuity insights management conference... · 2016-06-14 · continuity insights...

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