Command & Control - Who's in Charge Here?

Over the course of the years, it's been shown that most crises situations typically involve a chronology of events, each requiring somewhat distinct knowledge, skills, training, and decision-making to minimize harm and damage. Planners in California have articulated the following typical stages of a crisis: 1. - Observance of threatening conditions or events, becoming aware that a crisis may be commencing, and escalating awareness up the chain of command to an appropriate level of authority; 2. - Emergency responses, to minimize loss of lives, injuries to humans and animals, and damage to customers, property, reputation, or public trust; 3. - Assessment of damages and, if sufficiently severe, strategic decisions for significant actions to thwart long term damage; 4. - Activation of alternate or temporary facility operations to minimize disruptions to valuable operations; 5. - Repair or replacement of damaged capabilities; and 6. - Migration or return from temporary operations to the long term “permanent” or “normal” environment. Fact is, most crises are small - they happen every day. Usually, management can undertake these steps as needed within normal capabilities. The larger ones, however (think major earthquakes, terrorist attacks, major hurricanes), require activation of a pre-defined team of senior leaders and operators - a Senior Activation Team (SAT) - trained in a crisis management methodology. As should be pre-defined in a Business Continuity Plan or continuity of operations plan, high-value / time-sensitive operations will have pre-determined strategies for stage 4 above. The senior activation team will also find itself addressing all disrupted operations requiring stage 4, not just those covered by a continuity plan. Most executives on the SAT will also retain their normal responsibilities for oversight of operations that are not affected by the crisis. Depending on the nature of the crisis, a senior executive activation team may convene and be also be involved in stages 1, 2, 3, or 4. This raises the important question of how a senior activation team is activated and empowered, if it is in fact different from the senior executive team that is normally in charge. Waiting until the stuff is in the fan is the wrong way to go. Criteria must be pre-established and procedures pre-developed and well-practiced so that all involved understand how executive authority is transferred or transformed as a crisis unfolds. The "Alexander Haig scenario of, "I’m in charge!" is not the way to go. Figure it out early. That is all...