Risk, Crisis and Security Management
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Table of contents
- Front Matterv
- AIMS AND OBJECTIVESix
- Chapter 1 THE NEW TOTEMS1
- Risk, the oldest questions1
- Insurance3
- The liability and negligence industry5
- Governance, accountability and regulation8
- The risk society10
- Chapter 2 THEORIES OF RISK AND ORGANIZATIONAL FAILURE13
- Risk, an interdisciplinary perspective13
- Risk perception15
- Cognitive/decision-making strategies16
- Psychometric studies in risk18
- Figure 2.1 Relationship between perceived and actual risks19
- Figure 2.2 Unknown versus dread risks21
- Systems theory22
- Isomorphic learning26
- Diagrammatic analysis27
- Figure 2.3 SRAD diagram depicting events leading to an explosion in a Cambrian colliery28
- Figure 2.4 Revised SRAD diagram depicting event chains29
- Perrow’s ‘normal’ accidents30
- Risk communication32
- Risk homeostasis35
- Culture38
- Safety culture40
- Cultural theory42
- Figure 2.5 Group and grid context of universal categories44
- A brief review of risk46
- Chapter 3 SECURITY: THE NEW CORPORATE TOTEM49
- Security: a problem of definition50
- Eight categories of security52
- 1. Historical or narrative of past events52
- 2. Psychological53
- 3. Sociological (or anthropological)53
- 4. Functionalist or procedural social control53
- 5. Management – organizational context of security54
- 6. Normative – standards and norms55
- 7. Structural – security portrayed in terms of interrelationships55
- 8. Descriptive – different typologies of security55
- Regulation of security58
- Security as a criminological/policing function59
- Security as risk and loss management61
- Security as a management activity62
- Security as a management totem65
- Beyond the totems68
- Chapter 4 CRISIS73
- Typological terminology?73
- Modelling by type77
- Modelling by response78
- Emergencies79
- Crises79
- Disasters81
- Responding to crisis83
- Chapter 5 BUSINESS CONTINUITY MANAGEMENT85
- The development of business continuity management88
- Identifying and assessing known risks90
- The risk matrix92
- Figure 5.1 A simple risk matrix92
- Table 5.1 Example of risk assessments contrasted94
- Whistle-blowing94
- Four strategies for managing risk96
- Risk avoidance97
- Risk transfer97
- Risk retention97
- Risk reduction98
- Dealing with unknown risks98
- The emergency services101
- Media106
- Do when talking to the media107
- Do not when talking to the media107
- The contribution of risk to BCM108
- Bringing about change108
- Why simulations are important for BCM109
- Chapter 6 USING SIMULATIONS AND GAMES FOR CRISIS MANAGEMENT113
- What is a simulation?114
- Primitive/traditional usage114
- Role play/educational115
- Martial arts and fighting116
- Business applications116
- Crisis simulations116
- Simulation theory117
- Simulations in emergency response organizations122
- Inter-agency crisis training126
- Using simulations to train organizations for crisis128
- Selecting the crisis management team128
- Table 6.1 Characteristics, requirements and key dimensions130
- The focus and purpose of training131
- Definition – what is the nature of the risk?133
- The learning component – what skills should players acquire?133
- Simulations as learning tools134
- Figure 6.1 Experiential learning model136
- Debriefing137
- Validation139
- The morality of simulations148
- Chapter 7 THE MANA GEMENT OF RISK, CRISIS AND SECURITY151
- Risk151
- Security152
- Crisis153
- Why we need competent crisis managers154
- Why crisis training poses a dilemma155
- Martial arts and crisis simulations157
- Back Matter161
- APPENDIX: FOUR VERY DIFFERENT CASE STUDIES161
- Case study 1 – 11 September 2001161
- The attack162
- Start of the four attacks162
- Analysis of response163
- Case study 2 – Business continuity training at a bank164
- Learning and training: a reflective account of crisis management in a major UK bank165
- Abstract165
- Introduction165
- Training167
- Table A1 Cognitive levels168
- Figure A1 Hamblin’s five stages169
- Research methodology [exercise observation, evaluation and debrief]169
- The Bank, a historical perspective to crisis management and the simulation exercises170
- Figure A2 Main components of the Bank’s disaster management structure, 1996172
- Figure A3 Main components of the Bank’s disaster management structure, 1998 * Other than major reputational issues173
- Consul-1173
- Consul-2175
- Figure A4 Communication and information flow, revised structure, 1998176
- Figure A5 DST information flow177
- Exercise design and learning179
- Opportunities for team learning180
- Opportunities for organizational learning181
- Concluding remarks182
- Case study 3 – The King’s Cross underground fire183
- Introduction183
- Modelling185
- Initial results of the modelling analysis187
- The transcripts194
- Discussion198
- Conclusions201
- Case study 4 – City University’s recovery from fire203
- Events of the fire203
- University location204
- Bad timing204
- University culture and policies204
- University risk assessment, management and contingency planning205
- Objectives identified following the fire205
- The emergency management team (EMT)206
- Urgent tasks for the following day206
- Results of the fire207
- Lessons learnt207
- REFERENCES209
This book has two aims. First, to consider how risk, crisis and security, may be linked in an organisational context. Second, to review the role of, simulation and gaming in responding to these phenomena. Historically, risk has been an established concept of academic interest for some time in both the pure and social sciences. Risk however, remains a subject of intense social and political controversy. How we manage risk appears to dominate every debate from providing social services such as health, transport and public safety to the regulation of corporate activity. Debates about the theory and practice of security management are less developed. This book will inform the debate by considering the relationships between risk and security.
- Includes case studies such as the Kings Cross underground disaster, September 11, Hong Kong race track fire, Arthur Anderson and London ambulance computer failure