Crisis Action Planning

Crisis Action Planning

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View the weekly TED talk in the Lessons.

Consider for inclusion in your discussion:

– What lessons from historical crisis  management scenarios and case studies are most important to consider in  crisis action planning?

– How do Crisis Management, Risk Management, and Continuity of Operations Planning differ? Why are the differences important?

– What are the four distinct styles of  thinking? Why is recognition of these distinctive styles important to  crisis action planning? (This question leads directly into the  discussion in forum five – six)

– How well do our present organizational  structures deal with crisis situations? What modifications to  traditional organizational concepts could improve this?

– Can a crisis be dealt with as an objective, dispassionate occurrence separate from other life events? Why or why not?

– Is it better to be proactive or  reactive? Which are you? Which is your organization? What are you going  to do about it, if anything?

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Crisis Action Planning

Discussion Post: Lessons in Crisis Action Planning

After watching this week’s TED Talk [insert title of TED Talk], I was reminded that crises—while often unpredictable—are not unmanageable. The speaker highlighted the power of preparation, adaptability, and clear communication. These themes resonated deeply with what we’ve studied in our course materials so far.

Lessons from History
When reviewing past crisis management cases—like the Tylenol tampering incident or Hurricane Katrina—we learn that successful response often depends on speedy decision-making, transparency, and centralized leadership. One of the most important lessons is the need for well-rehearsed plans that can be adapted in real time. Without flexibility, even the best-prepared teams can stumble.

Crisis Management vs. Risk vs. Continuity Planning
Crisis management focuses on responding to a disruptive event once it has already occurred. Risk management, on the other hand, aims to identify and mitigate threats before they happen. Continuity of Operations Planning (COOP) is about ensuring essential functions continue during and after a crisis. Understanding the differences matters because blending them improperly can leave critical gaps—like planning for risks without knowing how to respond, or reacting to events without preserving core operations.

The Four Styles of Thinking
Analytical, structural, social, and conceptual are the four distinct thinking styles often referred to in crisis planning. A strong team will intentionally incorporate all four. For example, analytical thinkers dissect data, structural thinkers focus on procedure, social thinkers prioritize human impact, and conceptual thinkers envision long-term outcomes. When a crisis hits, relying on just one way of thinking can cause blind spots. Balanced teams can see a problem from multiple angles and respond more effectively.

Organizational Readiness
Most traditional organizations struggle with crisis response because they’re built for stability, not adaptability. Hierarchies can slow decision-making. To improve, organizations need to adopt flatter structures, empower frontline leaders, and foster a culture of learning and preparedness.

Can a Crisis Be Isolated Emotionally?
It’s tempting to treat a crisis as a clean-cut, isolated event—but in…