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All the information and tools needed to manage any incident effectively through the entire lifecycle of mitigation, preparedness, response, and recovery, following ISO, ICS and other national standards. Keep your whole team following the same plans, communicating on the same platform, and viewing the same operating picture - from any place or device.

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All the tools needed to automate your safety management system in one easy-to-use platform, following ISO standards. Increase efficiency with powerful automation capabilities and provide real time insights to all levels of your business. Configurable notifications, workflows, analytics, and mapping empower your safety personnel to make better decisions wherever they are.

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A suite of tools to collect risk data from across your organziation from a range of stakeholders, in real time, and based on ISO standards. Fully customisable, with everything from a simple pre-task assessment though to an organisational risk register, we make it easy to capture risk data and provide the analytics to derive rich insights, to keep your organisation safe and compliant.

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Streamline visitor sign-in using a QR code on a form tailored for your organisation. Visitors can complete inductions, answer questions and acknowledge content then have notifications triggered to their host based on their responses. Once on site, manage visitor cards, broadcast notifications and understand visitor trends to optimise your processes.

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All the information and tools needed to manage any incident effectively through the entire lifecycle of mitigation, preparedness, response, and recovery, following ISO, ICS and other national standards. Keep your whole team following the same plans, communicating on the same platform, and viewing the same operating picture - from any place or device.

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Manage cyber threats, risks, and treatments based on industry best-practice guidelines and ISO standards. Plan objectives and set targets, manage all elements of standards-compliance, and schedule and record audits and inspections. Manage non-compliances and corrective actions, and drive continual improvement review cycles.

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Streamline visitor sign-in using a QR code on a form tailored for your organisation. Visitors can complete inductions, answer questions and acknowledge content then have notifications triggered to their host based on their responses. Once on site, manage visitor cards, broadcast notifications and understand visitor trends to optimise your processes.

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Consolidate the threat and risk picture across all your assets, easily demonstrate compliance with security obligations, and gain an ‘all threats’ perspective encompassing physical, cyber, personnel and supply chain. Address and manage cyber threats without having to implement costly new ICT systems and drive continuous improvement and review cycles.

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All the information and tools needed to manage any incident effectively through the entire lifecycle of mitigation, preparedness, response, and recovery, following ISO, ICS and other national standards. Keep your whole team following the same plans, communicating on the same platform, and viewing the same operating picture - from any place or device.

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Manage cyber, emergency and security threats, risks, and treatments based on industry best-practice guidelines and ISO standards. Plan objectives and set targets, manage all elements of standards-compliance, and schedule and record audits and inspections. Manage non-compliances and corrective actions and drive continual improvement review cycles.

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Track all your assets from your vehicle fleet, fixed or mobile plant and equipment though to your critical infrastructure using our range of tools. Plan maintenance ahead of time and by collecting lead indicator data from checklists and assessments on any mobile device, then enable users to update the status of your assets to track utilization, share documentation and report issues.

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Save time and money by enabling contractors to self-register and progress through a customizable workflow, to check documentation before becoming an approved contractor. Contractors can then be automatically followed up using workflows and notifications to keep their organziation compliant.

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Apply best practices to plan for, respond to, and manage critical events and exercises. Built on ISO standards, you can respond faster with better collaboration using plans and playbooks, smart workflows, and real-time dashboards and insights, to ensure better incident response, decision-making, and continuous improvement.

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Request a Demo

Manage cyber, emergency and security threats, risks, and treatments based on industry best-practice guidelines and ISO standards. Plan objectives and set targets, manage all elements of standards-compliance, and schedule and record audits and inspections. Manage non-compliances and corrective actions and drive continual improvement review cycles.

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Ensure preparedness across your organisation. Conduct business impact assessments and quickly identify essential functions. Assess hazard and threat risks. Identify technology, assets, facilities, and critical personnel. Gather and assemble essential information and documents. Develop, test and maintain your COOP plans. From readiness and preparedness to reconstitution, manage all four phases of the Continuity of Operations Plan to minimize business loss and disruption.

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Whitepaper

Crisis Management Leadership

Noggin

Crisis Management Software

Published May 19, 2021

Leadership in Crisis Management

Effective crisis leadership is crucial to enhancing organisational resilience – the ability of an organisation to withstand the deleterious impacts of crises and seize positive opportunities when they present themselves. An important component of effective crisis leadership is the propensity to encourage others within the organisation to lead during periods of uncertainty and disruption.

Rare, though, are those kinds of C-suite executives, even as periods of uncertainty and disruption become the norm. How can leaders turn things around?

Well, according to best-practice guidance, such as international standard ISO 22316, businesses need to develop leaders with the following attributes:

  • Encouraging of a culture supportive of resilience
  • Adaptable to changing circumstances
  • Deploy a diverse set of skills, knowledge, and behaviour(s) to achieve organisational objectives

Prioritisation, of course, is the only way to encourage effective leadership in times of crisis. Organisations with resilient leaders, primed for crises, have typically prioritised the following:

  • Roles and responsibilities for enhancing organisational resilience
  • Creating and sharing of lessons learned about successes and failures
  • Promoting the adoption of better practices
  • Empowering all levels of the organisation to make decisions that protect and enhance organisational resilience

Three behaviours that help leaders manage a crisis

That’s not to say the quality of leadership in crisis management doesn’t matter. Fortunately for good business leaders, effective crisis leadership (versus crisis management) isn’t necessarily about picking up new capabilities.

Crisis expert, Tim Johnson, here, puts it best when he explains that crisis leadership doesn’t require adding new skills, instead it entails demonstrating core leadership competencies under crisis conditions.

Core competencies or leadership styles in times of crisis include the following:

Situational awareness. Even in the business-as-usual context, leaders will need to sift through information coming from different sources quickly and accurately.

 

That makes situational awareness critical. Situational awareness, of course, is simply being fully aware of one’s surroundings, i.e., perceiving elements in the environment, comprehending the meaning of those elements, and projecting the (evolving) status of that meaning into the near future.[i]

 

Situational awareness only becomes more important in the crisis context, when the environment itself is fluid, the information needed to comprehend the meaning of elements more scattered, and the ability to project into the future more challenging.


Overcoming bias. That’s also when human biases that distort objective analysis interpose themselves, as well. It’s a fact of cognitive science that stress makes decision making more irrational, hurried, and unsystematic.

 

What’s more, stress can impair working memory, increase distraction, lower reaction time, and reduce the very ability to process information. Decision making under stress also makes people more susceptible to group pressures, prejudices, and constraints, all biases that to militate against achieving situational awareness.

 

Overcoming bias in the crisis leadership context entails understanding what the biases that reduce situational awareness are. The main biases include deference to authority, overconfidence, and satisfaction with one’s explanations.

 

Effective communication. Good crisis leaders communicate clearly and quickly, across their various functional areas. When necessary, they also communicate effectively with other organisations and stakeholders, such as first responders, the media, and government agencies.

 

Two of the biggest communication blockers for ordinary leaders, however, come from organisational silos and interorganisational miscommunication. Organisational silos are not unique to crises, but they tend to get worse during critical events.

 

Indeed, research shows that, during normal operations, people tend to share more information with members of their own group than with other groups. But during extreme events, they often assume someone else in the organisation is sharing that information.[ii] As a result, organisational silos and information sharing get worse at the exact time they need to get better.

 

Interorganisational miscommunication, on the other hand, happens because teams who work together every day develop shared mental frameworks and vocabularies that they use to make sense of the world.

 

That is, they speak a distinct language that people outside the organisation (or even department) don’t readily grasp. During normal operations, that’s not an issue. But in a crisis, an effective response requires everyone to share more information than usual.

 

Good leaders intervene, here, ensuring that their teams have the information they need to complete critical tasks before, during, and after a crisis. Leaders also ensure that their teams are both giving and receiving information and using a standardised vocabulary. To be ready to do that, leaders are directly involved in the crisis planning process.

 

Training. Good leaders make maximum use of the controlled, risk managed environment of exercises and testing. That environment helps them to identify the problems with and solutions to latent issues with their crisis management practices and reinforce a culture of competency that values the role of exercises and testing.

 

Finally, it takes an ongoing commitment to effective crisis leadership to be ready to lead during a crisis. Amplifying some business-as-usual leadership techniques, such as situational resilience, and rehearsing them in the crisis training environment, should help leaders protect their organisations as new risks emerge.

Indeed, good crisis leaders make the best, data-driven decisions possible decisions. Here, the right crisis management software, such as Noggin’s, helps leaders keep track of incidents at a glance, automate the flow of information, and drive the necessary improvements that ensure organisational resilience.

 


Sources:

Bartel Van de Walle, Bert Brugghemans, Tina Comes, International Journal of Human-Computer Studies: Improving situation awareness in crisis response teams: An experimental analysis of enriched information and centralized coordination. Available at https://www.sciencedirect.com/science/article/pii/S1071581916300441?via%3Dihub.
Joseph W. Pfeiffer, Harvard Kennedy School Program on Crisis Leadership: Crisis Leadership: The Art of Adapting to Extreme Events. Available at https://www.hks.harvard.edu/sites/default/files/centers/research-initiatives/crisisleadership/files/Pfeifer%20Crisis%20Leadership--March%2020%202013.pdf.

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