Creeping,Slow-Burn,and,Sudden, business, insurance Creeping, Slow-Burn and Sudden Crises
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Crises can be divided into three categories:1. Creeping Crises - foreshadowed by a series of events that decision makers don't view as part of a pattern.2. Slow-Burn Crises - some advance warning, before the situation has caused any actual damage.3. Sudden Crises - damage has already occurred and will get worse the longer it takes to respond.It is not uncommon for what seems to be a sudden crisis to haveactually, first, been a creeping crisis that was not detected.Appropriate measures, early in the process, can often prevent or, atleast, minimize the damage from slow-burn and sudden crises.Below are some examples from the healthcare industry. Fromthis, readers in other industries should be able to develop comparablelists.1. Creeping Crises* Lack of a rumor-control system, resulting in damaging rumors.* Inadequate preparation for partial or complete business interruption.* Inadequate steps to protect life and property in the event of emergencies.* Inadequate two-way communication with all audiences, internal and external.2. Slow-Burn Crises* Internet activism* Most lawsuits.* Most discrimination complaints.* Company reputation* Lack of regulatory compliance - safety, immigration, environment, hiring, permits, etc.* Major operational decisions that may distress any important audience, internal or external.* Local/state/national governmental actions that negatively impact operations.* Official/governmental investigations involving your healthcare organization and/or any of its employees.* Labor unrest.* Sudden management changes - voluntary or involuntary.* Marketing misrepresentation.3. Sudden Crises* Patient death - Your healthcare organization perceived to be liable in some way.* Patient condition worsened - Your healthcare organization perceived to be liable in some way.* Serious on-site accident.* Insane/dangerous behavior by anyone at a location controlled by your healthcare organization.* Criminal activity at a company site and/or committed by company employees.* Lawsuits with no advance notice or clue whatsoever.* Natural disasters.* Loss of workplace/business interruption (for any reason).* Fires.* Perceptions of significant impropriety that damage reputationand/or result in legal liability, e.g., publicized involvement ofcompany employee in a group or activity perceived to be a threat to theU.S. government or society; inappropriate comments by a "loose cannon;"business activities not officially authorized by management.Typically, reviewing a list like this triggers thoughts ofother situations that need to be addressed during the crisis planningprocess. Article Tags: Sudden Crises, Healthcare Organization
Creeping,Slow-Burn,and,Sudden,