Criss mangment

IBM Global Technology Services

Crisis Management;
How will you REALLY react?

Robin Gaddum, Practice Leader
IBM Business Continuity & Resiliency
Services

Civil Protection 2007 Master Class | 5 December 2007 © Copyright IBM Corporation 2007


What are we going to explore today?
How do people respond in a disaster situation
and why?

What makes someone good at it?

Do you know how you might respond and why?

What might you do to help yourself and your
organisation respond in a more favourable way?

IBM Corporation

2 Civil Protection 2007 Master Class | December 2007 © Copyright IBM Corporation 2007


IBM’s Crisis Response Team has responded to over 70 major disasters
including earthquakes, hurricanes, tsunami, volcanoes, floods and 9/11

IBM Corporation

“The IBM Crisis Response Team played a key role in our recovery”
XXXXXXXXXXXXXXXXXXXXXX



There are plenty of lessons learned about handling disasters and
the same ones keep recurring…
“Communications was a major issue. That was
a complete surprise. The first challenge we
had was that we could not find people
because the cell phone systems came
down.”

“IBM provided support in areas that we never
thought of and weren't even in our contract.
For example, more than 250 of our
employees lost their homes and all their
possessions. IBM provided access to trauma
[counsellors]. They also helped us set up
insurance and claims assistance for
employees. It wasn't contractual. But we had
a good working relationship with IBM before
this happened, and this was an extension of
that.”
Tom Oreck, CEO of Oreck Corp.
IBM Corporation
in an interview for CIO Magazine
“Cleaning Up After Katrina”, 15 March 2006



What relevant experience do we have in the room today?
What would you like to get out of this session?
Armed forces / emergency services
experience in the room?

Members of your organisation’s crisis
management team?

Involvement in crisis management training
and real events?

Personal experience of a major
disaster/incident (mass fatalities)?

IBM Corporation
Experience of a major disaster at home, e.g.
house burnt down?



Here comes the science bit…

IBM Corporation



Disaster Behaviour: The Panic Myth
MYTH: The most common reaction of people caught up in disasters is to
panic.

REALITY: Research has shown that panic is not a common reaction to
disasters.
If panic does occur, three conditions appear to be required:
- A perception of immediate danger
- Apparently blocked escape routes
- A feeling by the victim that he is isolated

IBM Corporation

Source: Dr Anne Eyre, Identifying People’s Needs in Major Emergencies and
Best Practice in Humanitarian Response, DCMS, 2006



The Panic Myth Dispelled; Alexander Chadwick of Enfield
describes being evacuated from a tube train on 7 July

IBM Corporation

Source: Alexander Chadwick, Enfield, commenting on BBC, July 2005



Disaster Behaviour: The Victim Myth
MYTH: Victims are likely to be hapless and powerless
to help themselves.

REALITY: Experience shows that many victims are
in fact the first responders at a disaster site. Disaster
accounts highlight that while some people may report
feeling powerless, helpless and numb and may But what makes
some people
appear passive - dazed, frozen or stunned - others
passive and
will report and demonstrate action-oriented and others active in
orderly behaviour focused on helping themselves their response?
and others around them. IBM Corporation

Source: Dr Anne Eyre, Identifying People’s Needs in Major Emergencies and
Best Practice in Humanitarian Response, DCMS, 2006



Why do people respond differently under extreme stress
conditions?
Walter Cannon formulated the term "fight or flight" in 1929

Research has shown this paradigm is incomplete

Four distinct fear responses:
- "the freeze response";
- an attempt to flee;
- an attempt to fight;
- tonic immobility.

IBM Corporation



Fight, Flight or Freeze – where did the proof come from?
The Tenerife collision took place on March 27, 1977,
when two Boeing 747 airliners collided killing 583
people. The accident has the highest number of
fatalities (excluding ground fatalities) of any
single accident in aviation history.

Source: Seconds From Disaster, National
Geographic Channel, 2004-2007
Psychologist Daniel Johnson working on safety
research for McDonnell Douglas discovered that the
classic flight-or-flight paradigm was incomplete.

IBM Corporation

Source: Time, 16 May 2005, “How to Get
Out Alive” by Amanda Ripley



But sometimes instinctive actions can be dangerously
inappropriate…
William Morgan, who directs the exercise-
psychology lab at the University of
Wisconsin at Madison, has studied
mysterious scuba accidents in which
divers drowned with plenty of air in
their tanks.

IBM Corporation



The World Trade Center example
Preparedness
- It was illegal to evacuate a NYC high rise in a drill
- Fewer than half the survivors had ever entered the
stairwells before
- Thousands of people hadn't known they had to wind
through confusing transfer hallways to get down
- Only 45% of 445 Trade Center workers interviewed
had known the buildings had three stairwells

Emergency Response
- In Tower 2, many followed fatally flawed directions to
stay put
- The people who made it out waited an average of 6
minutes before heading downstairs
- At least 70% of survivors spoke with other people
before trying to leave
- Those who got out took about a minute to make it IBM Corporation
down each floor - twice as long as engineering codes
predicted



The good news is that training helps; even mentally rehearsing
your actions in case of an emergency
Using simulators for training

- Cranfield aircraft cabin evacuation trials 1985/6

- Irish Air Corps helicopter ditch training

- Pilot training

- Power grid control room

Those that mentally rehearse their emergency
exit from an aircraft were proven more likely to
get out alive IBM Corporation


And here’s how I summarise ‘the science bit’ into something more
memorable and useful for you to look out for…
The five ‘Deadly Ds’ of Disaster stress behaviour:

Denied
- “That can’t be right…”
Deferred
- “I can’t deal with this now!”
Delegated
- “My manager will tell me how to
deal with it…”
Deluded
- “It’ll work itself out alright…” Fight,
Dumbfounded
- “…” (mental shutdown) Flight or IBM Corporation

Freeze


So what helps you better prepare to perform well under such
unexpected and stressful situations?
Rehearse
Crisis Management Team

‘Gold’
Clear roles and (Strategic) IT Business Unit 1 …
responsibilities Level

‘Silver’
Recovery Recovery
(Tactical)
Crisis Level Manager Manager

management ‘Bronze’
Network Department
process and (Operational)
Level Team A
procedures
Incident Response
Platform Department
Team
Checklists and Team B
prompts
Application Department
IBM Corporation
Team C



Crisis Management and its regular testing is a recognised
component of Business Continuity good practice guidance

Excerpt from FSA Business Continuity Good Practice Guide, November 2006

IBM Corporation



IBM has developed its own Crisis Management Team Maturity Model to
express organisations’ risk and readiness

Maturity

Ad Hoc Emerging Developing Mature
• No defined Structure • An initial membership • Roles and • Roles and
• No Defined Procedures (often individual names responsibilities defined responsibilities in place
• Intent is to get the “right” rather than roles) • Deputies identified and and proven
people together if a crisis • Some supporting at least some practiced • Members and (most)
happens and “deal” with it documentation (e.g. • Procedures and deputies and practiced
contact list) supporting information • Procedures and
• Not (successfully) current and tried in tests supporting information
exercised • One or more exercises proven in tests/actual
completed successfully crises
• Regular, comprehensive
exercises
• At least one real crisis
successfully handled

IBM Corporation
Risk



The type of exercise varies as the Crisis Management Team
progresses through the maturity model

Ad Hoc Emerging Developing Mature

•Awareness raising
•Simple scenario, • Focus on do we
internal focus have the right • Focus on how good
roles/people? Do we are our procedures/ • Focus is on honing
•Demonstrates the have the supporting supporting info? skills, covering more
type of activities a process/ information? major incidents,
CMT performs, and Do we understand the •How resilient and refreshing knowledge
the issues they organisation prepared are the in light of current
typically face imperatives team? threats

IBM Corporation



Be aware of the crisis or incident information management
process

SITUATION OBJECTIVE ACTIONS

Where do
Where are How do we
we want
we now? get there?
to be?

IBM Corporation



Organise to manage the information flows for decision support in
the command centre

IBM Corporation



Communication and Collaboration are key elements of successful
crisis management, particularly in a multi-agency response
Emerging Google maps usage in Google search using Flood Map Radio
communicating with the public Berkshire for more info. Or follow link
Examples: www.bbc.co.uk/berkshire/content/articles/
2007/07/26/flood_map_feedback_feature.
- US New Orleans hurricane recovery shtml
- BBC Radio Berkshire July 2007 flooding
Can we enhance upon this to build
something:
- Low cost
- Easy to learn/manage/operate
- Available to all responding agencies / entities
- That enhances response and recovery
through better communication and
collaboration amongst all stakeholders
Not a substitute for GIS, which is still
needed IBM Corporation

Issues still to explore and overcome



Have you learnt anything today?
Why do NCOs shout at recruits during
training?

Why do airline pilots do so much simulator
training after qualification?

Why does martial arts training involve so
much repetition?

Will you change your behaviour and
make a habit of checking emergency
procedures?

What else can your organisation do to IBM Corporation

enhance crisis management performance?



Questions and discussion

Robin Gaddum, IBM UK BCRS Practice Leader
gaddumr@uk.ibm.com
www.ibm.com/services/uk/



Backup Slides
About IBM Business Continuity & Resiliency
Services

Robin Gaddum, IBM UK BCRS Practice Leader
gaddumr@uk.ibm.com
www.ibm.com/services/uk/



IBM BC&RS is one of the largest and most capable full-spectrum
Business Continuity Providers in the world today

- Over 150 recovery locations serving more than 50 countries
- +3,000,000 ft2 facility space in Western Europe alone IBM Corporation

- +29,000 work area positions in Western Europe alone
- And growing…


24 recovery locations in the UK
alone

Consulting and Tools

Workplaces for Critical Business

IBM Corporation

Datacenter facilities



IBM’s comprehensive set of services & solutions address the
market’s advancing continuity management & resiliency needs
Global BCRS Portfolio

Services Description

Helps clients design, implement and manage
Business Continuity effective enterprise wide continuity programs
designed to keep critical business processes
accessible virtually without interruption.
Business Consulting and Tools
Driven
Provides objective, industry-specific input regarding
Regulatory clients exposure to regulatory risk— so they can
Compliance anticipate and respond competitively to changes in
the regulatory landscape.

Helps clients support virtually uninterrupted
High Availability availability and integrity of their organization’s critical
processes.
Data
Driven
Provides clients with virtually uninterrupted
Data Continuity availability and integrity of their organization’s critical Workplaces for Critical Business
data

Helps clients address common gaps in disaster
Disaster Recovery planning and respond more effectively to disruptive
events
Event IBM Corporation
Driven Helps clients prepare for and respond to emergency
situations, offering support for employee assistance,
Crisis Management
crisis communications, and infrastructure repair and
replacement.
Datacenter facilities


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