Crisis-ready Leadership: Building Resilient Organizations and Communities

Description

CRISIS-READY LEADERSHIP Provides an integrated framework for making decisions in the context of a crisis, based on operationalized practices and strategies Crisis-ready Leadership: Building Resilient Organizations and Communities provides the knowledge and skills necessary to make timely and effective decisions while managing a large-scale incident. Codifying the best practices from the successful FEMA-certified course On-Scene Crisis Leadership and Decision Making for HazMat Incidents, this comprehensive volume provides systematic guidance on best practices for improving situational awareness, adapting leadership styles, implementing incident command systems across political and organizational boundaries, and more. Throughout the book, readers gain an in-depth understanding of crucial leadership and decision-making skills through examination of real-world case studies based on interviews, reports, and testimonies of experienced crisis leaders within government and the private sector. Organized around five key topics, each detailed chapter helps crisis leaders fully comprehend a particular problem, its associated challenges, and the lessons learned. Presenting operationally relevant issues and solutions supported by sound theory, this invaluable resource: Presents leading models, theories, and frameworks for situational awareness and decision making, including FEMA Community Lifelines Highlights complex challenges in different operating contexts and complicating factors such as stress and diversity, equity, and inclusion of stakeholders Emphasizes engaging the whole community to enhance preparedness and facilitate the decision-making process to chart a clear path to recovery Contains practical exercises designed to strengthen crisis leadership and decision-making skills Includes numerous case studies and example strategies, objectives, and scenarios Crisis-ready Leadership: Building Resilient Organizations and Communities is required reading for all those with leadership and decision-making responsibilities before, during, and after crisis events, including emergency managers, police and fire department leaders, C-suite executives, government agency and military leaders, public health directors, and industrial facility health, safety, security, and environmental directors. Crisis-ready Leadership Contents Preface Acknowledgements Introduction Part One The Situation 1 Emerging Threats and Hazards 1.1 Incident Management Systems 1.2 Threats, Hazards, and Incidents 1.3 Spectrum of Incidents 1.3.1 Pre-incident Phase 1.3.2 Incident Phase 1.3.2.1 The Emergency 1.3.2.2 The Crisis 1.3.2.3 The Disaster 1.3.2.4 The Catastrophe 1.3.3 Post-incident 1.4 Identifying Conventional Threats and Hazards 1.5 Thinking Outside the Box 2 Operating Contexts – Command and Coordination 2.1 Public Safety Context 2.2 Private Sector Context 2.2.1 Stationary Hazards 2.2.2 Mobile Hazards 2.3 Combined Public–Private Operating Context 2.3.1 El Dorado Chemical Company Emergency Case Study 2.3.2 West Fertilizer Company Crisis Case Study 2.3.3 Superstorm Sandy Disaster Case Study 2.3.4 COVID-19 (Global Incident of Significance) Case Study 2.4 Escalating Scale of Incidents Lead to Multijurisdictional Response 2.5 Challenges of Multijurisdictional Response 2.6 Large Scale Disaster, Multinational Context, and Challenges 2.7 Multidisciplined Response 2.7.1 Credentialing and Certifications 2.7.2 HazMat Response Training and Certification 2.7.3 Consensus Standards for Operations 2.7.4 Methods of Triage, Decontamination, and Sampling 2.7.5 HazMat Detection 2.7.6 Public Communication 2.7.7 Technical Specialists 2.7.8 Recovery Contractors 2.8 Unified Command 3 The Challenge Ahead 3.1 Confronting the Evolving Threats, Hazards, and Vulnerabilities 3.1.1 Expanding Scope of Threats and Hazards 3.1.2 Increasing Severity of Threats and Hazards 3.1.3 Vulnerable Populations 3.2 Preparing to Overcome the Challenges 3.2.1 Planning 3.2.2 Funding Systems 3.2.3 Organizational Approach 3.2.4 Rethinking the Norms 3.2.5 Whole Community Preparedness 3.3 Creating Conditions for Success before the Crisis 3.4 Leading through a Crisis 3.4.1 Establish the Goal and Objectives 3.4.2 Communicate the Goal and Incident Objectives 3.4.3 Assign Resources 3.4.4 Coordinate with Stakeholders 3.4.5 Monitor Progress and Control Outcomes 3.4.6 Communicate Again 4 Risk-Based Planning 4.1 Hazard Identification Risk Assessment Methodology 4.2 Risk Calculation 4.2.1 Likelihood Rating 4.2.2 Consequence Rating 4.3 Vulnerability Assessment Part Two Decision-Making 5 Situational Awareness 5.1 What Is Situational Awareness? 5.2 Situational Awareness Model 5.2.1 Perception 5.2.2 Comprehension 5.2.3 Projection 5.2.4 Intervention 5.3 Relationship between Situational Awareness and Decision-Making 5.3.1 Task and Environmental Factors 5.3.2 Individual Factors 5.4 Application of the Situational Awareness Model 6 Decision Theory 6.1 Critical Thinking 6.1.1 Perception Applied 6.1.2 Comprehension Applied 6.1.3 Projection Applied 6.1.4 Problem-Solving 6.1.5 Courses of Action 6.2 Decision-making 6.2.1 Resource Constraints 6.2.2 Time Constraints 6.2.2.1 Decision-making: No Time Constraints 6.2.2.2 Decision-making: Time Constrained 6.2.2.3 Decision-making: Making Good Decisions 6.2.3 Decision-Making Models 6.2.3.1 Data Quality Objective Model 6.2.3.2 Subjective, Empirical Model 6.2.4 Implementing the Decision 7 Application of FEMA’s Community Lifelines 7.1 Terminology 7.2 Community Lifelines Construct 7.3 Benefits of the Community Lifelines Toolkit 7.4 Limitations with the Community Lifelines Toolkit 7.5 Application of Community Lifelines from a Local Leadership Perspective 7.5.1 Lifeline Assessment and Status 7.5.2 Establishing Incident Priorities 7.5.3 Operationalizing Lifelines by Organizing Response Activities around Lines of Effort 7.5.4 Establish Additional Logistics and Resource Requirements 7.5.5 Reassess Lifeline Conditions and Status 7.5.6 Stabilization and Recovery 7.6 An Organizational Perspective 7.6.1 Adapting Lifelines and Components 7.6.2 Detecting and Reporting Unstable Components 7.6.3 Stabilizing through Lines of Effort 7.7 Application Summary Part Three Adversity to Sound Judgment 8 Crisis Stress and Effect on Judgment 8.1 Definitions and Spectrum of Stress 8.2 Psychological Effects 8.3 Physiological Effects 8.4 The Effects of Stress on Judgment 9 Overcoming Stress to Optimize Performance 9.1 Health and Wellness 9.2 Planning 9.3 Organization 9.4 Equipment, Technology, and Decision-Support Tools 9.5 Training and Exercises 9.6 Expertise, Competency, and Proficiency Part Four Crisis Leadership 10 Profiles in Crisis Leadership 10.1 Crisis Leader Profiles 10.2 Brock Long: Leading FEMA through Transformation while Supporting Federal Response to Hundreds of Disasters during the Most Extensive and Costly Disaster Season in US History 10.3 Lieutenant General (Ret) H.R. McMaster: Counterinsurgency against Al Qaeda in Iraq 10.4 Frank Patterson: Incident Commander during the West Fertilizer Company Incident Response 10.5 Derrick Vick, President of Freedom Industries: Leading through a Financial Crisis and a Return to Prosperity 10.6 Chad Hawkins: COVID-19 Response Incident Management Team Incident Commander 10.7 Major General (Ret) Dana Pittard: Leading the Campaign against ISIS in Iraq 11 Attributes of a Crisis Leader 11.1 Essential Character Traits 11.1.1 Humility 11.1.2 Integrity 11.1.3 People Smarts 11.1.4 Moral Courage Builds Confidence 11.2 Knowledge 11.2.1 Self-awareness 11.2.2 The Plan 11.2.3 Situational Awareness with Leading Indicators 11.2.4 Multidisciplinary Knowledge 11.3 Skills 11.3.1 Communication 11.3.2 Complex Problem-Solving and Design Thinking 11.3.3 Trust Building 11.3.4 Decisiveness 11.4 Additional Advice 11.5 Developing Crisis Leadership Skills Part Five A Safe and Secure Tomorrow 12 Preparedness 12.1 Preparedness Cycle 12.1.1 Assessment 12.1.2 Planning 12.1.3 Organizing and Equipping 12.1.4 Training 12.1.5 Exercise/Testing 12.1.6 Improvement 12.2 Preparedness Cycle Implementation 13 Building Resilience 13.1 A Resilience Model 13.2 Resilience Indicators 13.3 Traditional Response and Recovery Model vs. Simultaneous Recovery 13.4 A Systematic Approach to Resilience 13.4.1 Define the System 13.4.2 Identify Local, Relevant Hazards and Assess the Risk 13.4.3 Identify the Components of the System That Are Impacted by the Hazards 13.4.4 Identify the Interdependent Components and the Extent of Impact 13.5 Aggregate the Impact on All Components Based on Risk of Each Hazard 13.6 Determine Vulnerabilities within the System 13.7 Develop Strategies to Strengthen Components to Enhance Resilience 13.7.1 Evaluate and Prioritize Resilience Measures That Increase System-wide Resilience 13.7.2 Implement Actions to Increase Resilience 13.8 Disruptions-Theory of Constraints 13.9 Whole Community Approach 13.10 Setting Conditions for Successful Outcomes before the Incident 14 Navigating from Crisis to Recovery 14.1 Summary of a Leader’s Role in Crisis Leadership 14.2 Pre-incident 14.3 During the Crisis 14.4 Post-crisis 14.5 Developing a Plan of Action 14.5.1 Organizational Readiness 14.5.2 Leadership Readiness 14.6 Conclusion Index EULA