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Decision Making i n a Crisis or Emergency Deborah Higgins, MBCI Head of Learning and Development , BCI Jim Burtles, Hon FBCI Global Membership Council, BCI November 2013 . November 2013. D ecisions I n C rises or E mergencies. Introducing. The model.

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slide1

Decision Making in a Crisis or Emergency

  • Deborah Higgins, MBCI
  • Head of Learning and Development, BCI
  • Jim Burtles, Hon FBCI
  • Global Membership Council, BCI
  • November 2013
acknowledgement
Acknowledgement
  • This model was inspired by, and is derived from the National Decision Model
    • Approved, and used, by the Association of Chief Police Officers (ACPO)
      • Developed by the ACPO Ethics Portfolio and the National Risk Coordination Group as a logical and evidence-based approach to making critical policing decisions
question
Question

Why did we think this might prove to be useful in a Business Continuity context?

in a crisis or emergency
In a Crisis or Emergency
  • Important Decisions must be made
    • Rapidly
    • Under pressure
    • Amidst confusion
    • In strange circumstances
  • These Decisions will
    • Have serious consequences
    • Come under scrutiny
therefore
Therefore
  • A structured approach should be adopted
    • Preferably one that has been:
      • Well established
      • Properly documented
      • Thoroughly practised
      • Demonstrated to be viable
  • A standard protocol is required
    • A practical procedure which can be easily taught and regularly exercised
advantages
Advantages
  • Following a ‘standard’ protocol
    • Aligns various aspects and interests
    • Continuousimprovement through practice
    • Demonstrates good practice
    • Ensures best results
    • Eliminates guesswork
    • Meets the expectations of regulators, auditors and investigators
slide9

Information

DICEfor

Decisions

In Crisis

?

Actions

Strategy

Repeat As Required

?

?

Values

Powers

Options

A Logical Reiterative Process

?

?

An effective process for prudent decision making at the strategiclevel under crisis conditions

mnemonic
Mnemonic

Actions

Remember: -

Consider: -

Options

Powers

Strategy

Information

Values

VISPOA

Values and Information lead to Strategy

Powers and Options lead to Actions

slide12

Information

DICEfor

Decisions

In Crisis

?

?

Incident Management Team

Actions

Strategy

Repeat As Required

?

?

Values

Click to Reveal the Model Process

Powers

Options

?

?

A model process for prudent decision making at strategiclevel during a crisis situation

the process in action
The Process in Action

The following slides provide an overview of the various modes and stages of the DICE process

Planning Mode Pre-event development

Response Mode Part of the BCP

Decision Mode Strategic leadership

  • Introducing the term ‘Mission and Value Statement’ and the optional acronym ‘MVS’
planning mode
Planning Mode

1

  • 1. AIMS & IDEALS
  • Develop and Agree
    • A Mission andValue Statement (MVS)
  • Obtain Top Management signoff

Values

  • This is to become a regular reference point throughout the response to an incident
question1
Question

How might this work in a Business Continuity context?

response mode 1
Response Mode (1)

The Incident Response procedure is an integral part of the Business Continuity Plan; i.e.

Mobilisethe Incident ManagementTeam

  • In the event of:-
    • An Alarm or An Alert
  • Mobilisethe Incident Management Team (IMT)
response mode 2
Response Mode (2)
  • Determine and announce the location of the Incident Management Centre/Control room
  • Allocate or agree responsibilities; e.g.
      • Team Leader/Chair
      • Deputy Team Leader/Chair
      • Spokesperson
      • Record Keeper
      • Intelligence
  • Follow the DICE protocol
question2
Question

Would people really follow a protocol under emergency conditions?

decision mode
Decision Mode

Information

2

?

  • 2. INFORMATION
    • Define the Situation
      • Gather Facts about the Event and Circumstances
    • Establish Communications
        • Accept that our knowledge may be incomplete
        • What are we expecting to achieve?
  • How does this knowledge relate to the Mission and Value of the enterprise?
question3
Question

How might this work in a Business Continuity context?

decision mode1
Decision Mode

3

?

Strategy

  • 3. ASSESSMENT
    • Assess the Situation, Risks and Threats
      • Do we need more information?
      • What are the timeframes?
    • Develop a viable Strategy
  • How do these conclusions relate to the Mission and Value of the enterprise?
question4
Question

How might this work in a Business Continuity context?

decision mode2
Decision Mode

?

  • 4. POWERS
    • What Powers might be needed?
    • Who has those Powers?
      • What is our Policy?
    • How do we invoke those Powers?
    • What does our Policy suggest?

4

Powers

  • How do these issues relate to the Mission and Value of the enterprise?
question5
Question

How might this work in a Business Continuity context?

decision mode3
Decision Mode

?

Options

  • 5. OPTIONS
    • What are the Options?
      • Do we need more information?
      • What are the timeframes?
    • Develop a viable Action Plan
      • Consider the effect of further surprises and problems

5

  • How does this action plan align with the Mission and Value of the enterprise?
question6
Question

How might this work in a Business Continuity context?

decision mode4
Decision Mode

6

?

  • 6. ACTIONS & REVIEW
    • Respond
    • Inform
    • Record
    • Monitor
    • Repeat the cycle
      • Until the Incident is Over
    • Review
      • When the Incident is Over

Actions

  • How do our actions and their effects align with the Mission and Value of the enterprise?
question7
Question

How might this work in a Business Continuity context?

a wall chart
A Wall Chart
  • The following slide could be the basis of a Wall Chart or a Poster in the Command and Control centre
    • A useful reminder in the midst of confusion

Or

  • Provide one for each team member
    • Laminated for durability
    • Key contact details or maps could be printed on the reverse side
slide30

INFORMATION

  • Define the Situation
  • Gather the Facts
  • Establish Communications
    • Knowledge may be incomplete
    • What do we expect to achieve?
  • STRATEGY
  • Assess the Situation, Risks and Threats
  • Do we need more information?
    • What are the timeframes?
  • Develop a viable Strategy
  • ACTION & REVIEW
    • Respond
    • Inform
    • Record
    • Monitor
    • Repeat the cycleUntil the Incident is Over
    • Review
      • When the Incident is Over
  • POWERS
  • What Powers might be needed?
  • Who has those Powers?
    • What is our Policy?
  • How do we invoke those Powers?
  • What does our Policy suggest
  • THROUGHOUT
  • Log and Record
  • Retain notes and records as Evidence
  • Beware of Fatigue
  • OPTIONS
  • What are the Options?
    • Do we need more information?
    • What are the timeframes?
  • Develop a viable Strategy
    • Consider the effect of further surprises and problems

At each stage, check the outcome against our Mission and Value Statement

question8
Question

How could we make practical use of such a reference chart?

implementation
Implementation
  • Successful, dependable and defendable emergency decision making needs a robust process
  • A logic-based protocol leads to sound decisions which everybody will respect, accept and adhere to
  • Roles, responsibilities and relationships must be defined and developed
learning from hindsight
Learning from Hindsight

POST- EVENT REVIEW

  • Consider reviewing in reverse order
  • Do the outcomes and consequences relate to the ideals of the organisation?
  • Continue in reverse sequence
    • Outcome, then Action, Options, Powers, Strategy, Information and underlying Values
    • Do those values still relate to, or represent, the aims and purposes of the organisation?
slide34

The D I C E Toolkit

  • DICE - The Decision Model.docx
    • A full descriptive document
  • DICE- The Decision Model.pptx
    • Introductory presentation
  • DICE Workshop.pptx
    • An internal workshop for you to train your decision makers

*

*

*

*** .doc and .ppt versions can also be made available

slide35

Members can obtain their copy of the D I C E Toolkit from the

Business Continuity Institute at

www.thebci.org

slide36

DICE

V I S P O A

That’s It