Crisis management

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English mini-project semester 1:

Risk and crisis management

Summary

Introduction…………………………………………………………………...……...p 3

1. Principles and theory for crisis management………........……..…..p 4

2. Natural disaster: causes and management…………..…………….....p 5

3. The outside management…..…………...…………………………..……….p 8

Conclusion………………….……………………………………………………..…p 10Bibliography…………………………………………………………………...……p 11

Introduction

The crisis is an unusual situation characterized by its instability, which obliges to adopt a specific governance to return to the usual lifestyle.

So we can define the crisis management like all the modes of organization, techniques and means which allow an organization to get ready and to face the emergence of a crisis then to pull the teachings of the event to improve theprocedures and the structures in a forward-looking vision.

We are going to develop how climatic risks can influence an economic crisis.
To answer to this problem we are going to present how to manage a crisis in theory.
Then we will illustrate the theories with an example of a natural disaster crisis.

Hardly recovered from the 1999’s storm, Aquitaine’s Wood industry had toface a new disaster, on the 24th of January 2009, which has probably more damaged the forest. In 1999 we were caught totally unprepared, in 2009 we were fully prepared, to face this kind of storm.

1. PRINCIPLES and theory for crisis management

From the French dictionary: une crise: rapid change, usually decisive, occurring in the state of a patient; be in crisis through a difficult periodwhere we have to solve many contradictions. The crisis period of economic difficulties, political and are seen as ideological breakthrough.
From the English dictionary: a crisis: a turning point; a critical point of a disease; an emergency; a time of serious difficulties or danger.

A crisis is neither an incident or an accident or a conflict.
A crisis appears when a system is entirelyaffected (as a whole). The economic actors’ principles are tested, as far as the actors are required to develop important mechanisms of defence against attack.

The risk comes from the domino effect going along vital networks, as communication, transport, electricity (…) which are increasingly crossed today, but still fragile. The domino effect can lead us from massive destruction to massivedisruption. However, all risks can become an opportunity to seize.

A crisis becomes existential because:
* There is a destabilization: what worked before, does not work anymore. It is a breakdown of the sector;
* There is a change in the business’ strategy, which is factual and has to start immediately;
* The staff, the shared mindset, and the cohesion are affected.
The crisishighlights the feelings of: doubt, panic, values, beliefs, abandonment, stress…

Managing a crisis can be detailed in 3 stages:
1- Before the crisis, there should be a part for identify, analyze, and communicate, with internal and external actors about the warning signs. Which concern the prevention and preparation. Prevention is the best crisis management that exists.
2- During the crisis, itis the learning part.
3- After the crisis, there is the damage control: reduce the effects, return, the activity, and managing side effects.

Meaning of crisis from different point of view:
* Patrick Lagadec (French member of the European Crisis Management Academy ECMA, Oxford’s Journal and contingencies and Crisis Management…) said:
“The crisis is a void to fill”.
* In thejudicial vocabulary of Ancient Greece crisis meant: trial decision whom does not require proof. It involves all the past and all the future actions.
* For medicine: it is the sudden change of the patient's condition in time and space
* For the Frenchs, the word “crisis” has a negative connotation. Whereas in China the perception of crisis exists with 2 Chinese...
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