Crisis Management Always Causes a Management Crisis by Jim Lukaszewski, Crisis Management and Business Continuity Council, ASIS International
One day last week the New York Times suddenly discovered that officials in Japan have seriously underestimated the extent of the damage, casualties and scope of their disaster. Meanwhile, CNN, keeping that infernal yellow blinking BREAKING NEWS sign (it should say BROKEN NEWS) – which means they are about to say something for the 50th time that day using video that is 48 to 100 hours old. This time, CNN reports that Japanese authorities have seriously underestimated the scope, depth and potential of their nuclear crisis situation. Other media outlets pick up and reflect the refrain.
Where’s the “surprise,” anyway? This always happens, in every crisis. Shouldn’t we all know by now that crisis management means that management is in crisis?
According to the Times reports which became world wide stories, Japanese authorities were reluctant to act for fear of damaging their expensive nuclear equipment and causing wider harm than had already Continued on page 9
By Kim M. Kerr, CPP; Reviewed by Kevin Siegmund, PSP ***** Workplace Violence. By Kim M. Kerr, CPP; published by Elsevier/Butterworth-Heinemann, www.elsevier.com
(Web); 344 pages;
Ever since the term “going postal” emerged in the aftermath of the deadly post office shootings in 1986, workplace violence has become a primary concern for security managers. Amid other high-profile active-shooter incidents such as Columbine in 1999 and Virginia Tech in 2007, security professionals across the spectrum have sought to address threats while maintaining functional work environments.
One of the foremost experts in the field of personnel security and workplace violence, Kim M. Kerr, CPP, has put together a comprehensive and functional manual. This book’s 15 chapters are easily digested, providing the reader with a great understanding of workplace-violence dynamics and remedies, such as increasingly common zero-tolerance policies. Kerr outlines the pros and cons of such policies, not only from a management perspective but also from an employee perspective.
Kerr further addresses the critical issues of preemployment screening, hiring, retention, training, and supervision along with the legal ramifications of each. Also discussed are the measures an employer should take to conduct and demonstrate due diligence.
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