CRISIS

MANAGEMENT
BY
LT COL SARFARAZ HUSSAIN (RETIRED)
FORMER DEPUTY SECRETARY TO
THE GOVERNMENT OF PAKISTAN
ISLAMABAD
0333-5225009; O332-5148200
 THE BEGINING
 CRISIS SITUATIONS WILL CROP UP.
 HANDLING SUCH SITUATIONS WILL BE
FORCED ON YOU.
 ‘HEAD IN THE SAND’ ATTITUDE WILL NOT
WORK.
 GETTING CAUGHT IN A CRISIS
UNPREPARED WILL PUT YOU TO VERY
SEVERE STRAIN AND MAXIMISE THE
LOSSES.
 EVERY CRISIS CAN BE FORESEEN AND
FORE PLANNED.
 THE BEGINNING-cont…
 EFF AND SURE COMM INFRASTRUCTURE &
ARRANGEMENTS - PRE REQUISITE FOR
SUCCESSFUL HANDLING.
 SUCCESS IN HANDLING - DIRECTLY
PROPORTIONAL TO THE LEVEL OF
PREPAREDNESS.
 PLANS AND CONTINGENCY PLANS MUST BE
KNOWN BY ALL CONCERNED AND ALSO
REHEARSED FOR OPTIMUM EFFICIENCY.
 NATIONAL UNITY – AN OVER RIDING CLAUSE.
 Crisis \kri-ses:\ An unstable or crucial time or state of affairs whose
outcome will make a decisive difference for better or worse (Webster's

New Collegiate dictionary).

CRISIS MANAGEMENT
 DISASTER  ORGANIZATION
 CATASTROPHE  RUNNING THE SHOW
 EMERGENCY  ADMINISTRATION
 PREDICAMENT  SUPERVISION
 INDIVIDUAL  MANAGING
 NATIONAL  FOLLOWING CORRECT
 CORRECTIVE ACTION OF COURSE
NATURE  HANDLING DAY TO DAY
 ABNORMAL HAPPENING EVENTS.
 CRISIS MANAGEMENT ?

1. HANDLING UNEXPECTED SITUATION.

2. STEPS TAKEN TO MINIMISE THE EFFECTS
OF A DISASTER.
3. EFFORTS INITIATED TO COPE WITH AN
EMERGENCY.
4. ORGANIZING TO ADMINISTER A NATURAL
CALAMITY.
5. SUPERVISING THE IMPLEMENTATION OF
THE ACTION PLAN IN CASE OF AN
UNCOMMON EVENT.
 WHY CRISIS?
1. SINS
• INDIVIDUAL
• COLLECTIVE
1. MAL ADMINISTRATION
2. INJUSTICE
3. LUST
4. POVERTY – Physical & Mental
5. NOT DOING YOUR DUTY
• INTENTIONALY
• UNINTENTIONALY
1. NOT FEARING ACCOUNTIBILITY
2. NATURE’S CORRECTIONS
 STEPS INVOLVED IN CRISIS
MANAGEMENT

1. VISUALIZATION
2. PLANNING
3. REHEARSALS
4. UPDATING – PERIODICALLY
5. COORDINATION
6. POST OPERATION LEARNING
7. NEW PLANS
 VISUALIZATION

1. LIKELY EVENTS.
2. LIKELY AREAS OR SITES.
3. QUANTUM OR MAGNITUDE?
4. WHO ALL WILL BE INVOLVED?
5. POSSIBLE MEASURES/ STEPS AT
VARIOUS LEVELS.
6. WHAT ALL WOULD BE NEEDED?
7. CRISIS CONTROL CENTRES?
 Visualization cont… One Event
1. DESCRIPTION
2. INVOLVEMENT
3. ACTIONS TO BE TAKEN
4. REQUIREMENTS
5. RESPONSIBILITIES
6. CHAIN OF COMMAND AND THE
ALTERNATE.
7. PRAYERS
 PLANNING

1. TIERS
 CENTRAL
 REGIONAL
 SITE
2. PLAN
 EVENT
 AREA
 SITE
3. RESPONSIBILITIES
 DEPARTMENT (S)
 INDIVIDUAL (S)
 PLANNING cont
4. COMMUNICATIONS
 VERTICLE
 HORIZONTAL
 PARALLEL
 ALTERNATE
5. RESOURCES
 WHAT AND WHERE?
 RELEASE METHEDOLOGY
6. SEVICES
 EXISTING
 ADDITIONAL – FROM WHERE & HOW?
 PLANNING cont…
7. PREVENTION
 SOPs
 PRAYERS
8. EXECUTION
 SPEED
 ACCURACY
9. POST OPERATION
 LESSONS AND IMPROVING PLANS
 ACCOUNTABILITY
 REHEARSALS
1. EVERY ONE GETS TO KNOW AND
LEARN HIS PART.
2. SHORTCOMINGS HIGHLIGHTED.
3. LEVEL OF PREPARATION – TESTED
AND IMPROVED.
4. CORRECTIVE ACTIONS INITIATED
FOR IMPROVING THE PLANS.
5. ENHANCED COORDINATION.
 UP DATING
1. TO COPE WITH THE CHANGED
SCENARIO.
2. TECHNOLOGICAL DEVELOPMENTS.
3. IMPROVED METHODS AND
TECHNIQUES.
4. NEW IDEAS.
5. POLICY SHIFTS.
 COORDINATION
1. WITHIN.
2. HORIZONTAL.
3. VERTICLE.
4. WHAT, FROM WHERE, WHO
AND HOW?
5. WAYS TO IMPROVE.
 POST OPERATION

1. NEW DIMENSIONS.
2. IMPROVEMENTS NEEDED.
3. AWARDS.
4. UPDATING PLANS.
5. PUNISHMENTS.
NEW PLAN