CEN/TS 17091:2018
(Main)Crisis management - Guidance for developing a strategic capability
Crisis management - Guidance for developing a strategic capability
This document provides guidance on good practice for crisis management to help the strategic decision makers of an organization to plan, implement, establish, operate, monitor, review, maintain and continually improve a crisis management capability. It is intended for any organization regardless of location, size, type, industry, structure, or sector. While it is important to be aware of human and cultural factors as they can cause stress when working as individuals and as part of groups, it is not the purpose of this document to examine aspects of these areas in detail.
This document provides guidance for:
- understanding the context and challenges of crisis management;
- developing an organization’s crisis management capability through preparedness (see 5.5);
- recognizing the complexities facing a crisis team in action;
- communicating successfully during a crisis; and
- reviewing and learning.
NOTE 1 For further information on organizational resilience, see ISO 22316.
This technical specification is intended for management with strategic responsibilities for the delivery of a crisis management capability. It is for those who operate under the direction and within policy of top management in:
- implementing the crisis plans and structures; and
- maintaining and assuring the procedures associated with the capability.
It is not intended for emergency and incident response - these require the application of operational procedures whereas crisis management relies on an adaptive, agile, and flexible strategic response (see 4.3).
It does not cover interoperability or command and control or business continuity management systems.
NOTE 2 For more information on interoperability and command and control, see ISO 22320. For more information on business continuity management systems, please see EN ISO 22301.
Krisenmanagement - Strategische Grundsätze
Gestion de crise - Recommandations pour le développement d’une capacité stratégique
Krizno vodenje - Navodilo za razvoj strateške zmogljivosti
Ta dokument podaja navodilo za dobro prakso kriznega vodenja kot pomoč nosilcem strateškega odločanja v organizaciji pri načrtovanju, uvedbi, vzpostavitvi, upravljanju, nadzoru, pregledovanju, vzdrževanju in stalnem izboljševanju zmogljivosti kriznega vodenja. Namenjen je za vse organizacije, ne glede na lokacijo, velikost, vrsto, panogo, strukturo ali sektor. Čeprav je pomembno upoštevanje človeških in kulturnih dejavnikov, ki lahko povzročijo stres pri delu posameznikov in v skupinah, namen tega dokumenta ni podrobno preučevanje vidikov teh področij.
Ta dokument podaja navodila za:
– razumevanje konteksta in zahtevnosti kriznega vodenja;
– razvoj zmogljivosti kriznega vodenja v organizaciji s pripravljenostjo (glej točko 5.5);
– prepoznavanje zapletenosti, s katerimi se srečuje ekipa za krizno vodenje;
– uspešno komuniciranje med trajanjem krize; ter
– pregledovanje in učenje.
OPOMBA 1: Za več informacij o organizacijski odpornosti glej standard ISO 22316.
Ta tehnična specifikacija je namenjena za vodenje s strateškimi odgovornostmi za zagotavljanje zmogljivosti kriznega vodenja. Namenjena je posameznikom, ki delujejo pod vodstvom in v okviru politike vodilnih kadrov pri:
– uvajanju kriznih načrtov in struktur; ter
– vzdrževanju in zagotavljanju postopkov, povezanih z zmogljivostjo.
Ni namenjena odzivu v nujnem primeru in odzivu na incident – takrat se zahteva uporaba delovnih postopkov, medtem ko se krizno vodenje zanaša na prilagodljiv, agilen in fleksibilen strateški odziv (glej točko 4.3).
Ne obravnava interoperabilnosti ter upravljanja in vodenja oziroma sistemov vodenja neprekinjenosti poslovanja.
OPOMBA 2. Za več informacij o interoperabilnosti ter upravljanju in vodenju glej standard ISO 22320. Za več informacij o sistemih vodenja neprekinjenosti poslovanja glej standard ISO 22301.
General Information
Relations
Standards Content (Sample)
SLOVENSKI STANDARD
01-december-2018
Krizno vodenje - Navodilo za razvoj strateške zmogljivosti
Crisis management - Guidance for developing a strategic capability
Krisenmanagement - Strategische Lösung
Gestion de crise - Recommandations pour le développement d’une capacité stratégique
Ta slovenski standard je istoveten z: CEN/TS 17091:2018
ICS:
03.100.01 Organizacija in vodenje Company organization and
podjetja na splošno management in general
2003-01.Slovenski inštitut za standardizacijo. Razmnoževanje celote ali delov tega standarda ni dovoljeno.
CEN/TS 17091
TECHNICAL SPECIFICATION
SPÉCIFICATION TECHNIQUE
October 2018
TECHNISCHE SPEZIFIKATION
ICS 03.100.01
English Version
Crisis management - Guidance for developing a strategic
capability
Gestion de crise - Recommandations pour le Krisenmanagement - Strategische Lösung
développement d'une capacité stratégique
This Technical Specification (CEN/TS) was approved by CEN on 20 May 2018 for provisional application.
The period of validity of this CEN/TS is limited initially to three years. After two years the members of CEN will be requested to
submit their comments, particularly on the question whether the CEN/TS can be converted into a European Standard.
CEN members are required to announce the existence of this CEN/TS in the same way as for an EN and to make the CEN/TS
available promptly at national level in an appropriate form. It is permissible to keep conflicting national standards in force (in
parallel to the CEN/TS) until the final decision about the possible conversion of the CEN/TS into an EN is reached.
CEN members are the national standards bodies of Austria, Belgium, Bulgaria, Croatia, Cyprus, Czech Republic, Denmark, Estonia,
Finland, Former Yugoslav Republic of Macedonia, France, Germany, Greece, Hungary, Iceland, Ireland, Italy, Latvia, Lithuania,
Luxembourg, Malta, Netherlands, Norway, Poland, Portugal, Romania, Serbia, Slovakia, Slovenia, Spain, Sweden, Switzerland,
Turkey and United Kingdom.
EUROPEAN COMMITTEE FOR STANDARDIZATION
COMITÉ EUROPÉEN DE NORMALISATION
EUROPÄISCHES KOMITEE FÜR NORMUNG
CEN-CENELEC Management Centre: Rue de la Science 23, B-1040 Brussels
© 2018 CEN All rights of exploitation in any form and by any means reserved Ref. No. CEN/TS 17091:2018 E
worldwide for CEN national Members.
Contents Page
European foreword . 4
Introduction. 5
1 Scope . 6
2 Normative references . 6
3 Terms and definitions. 6
4 Crisis management: Core concepts and principles . 9
4.1 Understanding crises and how best to manage them. 9
4.2 The potential origins of crises . 10
4.3 Implications of the nature of crises . 11
4.4 Readiness to respond and recover . 12
4.5 Principles for crisis management . 12
5 Building a crisis management capability . 13
5.1 Introduction . 13
5.2 Setting the crisis management framework . 13
5.3 General framework . 14
5.4 Anticipate and assess . 14
5.5 Prepare . 15
5.5.1 General . 15
5.5.2 The crisis management plan . 15
5.5.3 Information management and situational awareness . 16
5.6 Response (the CMT in action) . 19
5.7 Recover . 20
5.8 Review and learn . 20
6 Crisis leadership . 21
6.1 Core leadership functions . 21
6.2 Resilient crisis response . 23
7 Strategic crisis decision-making . 23
7.1 Decision-making . 23
7.2 Why decision-making can be challenging . 24
7.3 Dilemmas, decision delay and decision avoidance . 25
7.4 Decision-making problems . 25
7.5 Effective crisis decision-making . 25
8 Crisis communication . 26
8.1 Introduction . 26
8.2 Pre-crisis preparation . 26
8.3 Management of reputation and interested parties . 26
8.4 Key roles . 26
8.4.1 General . 26
8.4.2 The spokesperson . 27
8.4.3 Media monitoring . 27
8.5 Developing a crisis communication strategy . 27
8.6 Key principles of crisis communication response . 27
8.7 Consistency of message . 28
8.8 Barriers to effective communication . 29
8.9 Social media: the opportunities and risks . 29
9 Training, validation and learning from crises . 30
9.1 General . 30
9.2 Developing people and assuring crisis management arrangements . 30
9.3 Training . 31
9.4 Exercising . 32
9.5 Validation . 32
9.6 Learning . 33
Bibliography . 34
European foreword
This document (CEN/TS 17091:2018) has been prepared by Technical Committee CEN/TC 391
“Societal and Citizen Security”, the secretariat of which is held by NEN.
Attention is drawn to the possibility that some of the elements of this document may be the subject of
patent rights. CEN shall not be held responsible for identifying any or all such patent rights.
According to the CEN/CENELEC Internal Regulations, the national standards organisations of the
following countries are bound to announce this Technical Specification: Austria, Belgium, Bulgaria,
Croatia, Cyprus, Czech Republic, Denmark, Estonia, Finland, Former Yugoslav Republic of Macedonia,
France, Germany, Greece, Hungary, Iceland, Ireland, Italy, Latvia, Lithuania, Luxembourg, Malta,
Netherlands, Norway, Poland, Portugal, Romania, Serbia, Slovakia, Slovenia, Spain, Sweden, Switzerland,
Turkey and the United Kingdom.
Introduction
Crises are the most serious challenge facing any organization. A crisis is an inherently abnormal,
unstable and complex situation that represents a threat to the strategic objectives, reputation and,
ultimately, the existence of an organization.
Crises present organizations with complex and difficult challenges that may have profound and far-
reaching consequences. These consequences can be very damaging, especially where it is perceived that
the organization failed to prepare for, manage or recover from a crisis. There is a risk of significant
damage to reputation, and possibly of the collapse of the business and its operations. In short, crises are
of potentially existential significance to an organization.
This technical specification sets out the principles and good practice for the provision of a crisis
management response, delivered by strategic decision makers of any organization of any size in the
public or private sector. The intention of this technical specification is to aid the design and ongoing
development of an organization’s crisis management capability.
In a general sense, a capability is a demonstrable ability to perform a function, under specified
conditions, to defined levels. Capability is bounded by assumptions and expectations, and an
organization should be able to ensure its capability within those parameters. In this technical
specification, a crisis management capability should include the following aspects:
— physical (e.g. equipment, facilities and logistics);
— intellectual (e.g. doctrine, concepts and procedures);
— structural (e.g. organization, relationships and linkages); and
— human (e.g. selection, training and education).
This technical specification has close links with other disciplines such as organizational resilience,
information security, emergency management, incident management, risk management, business
continuity management, and security. Recognizing that crisis management varies from organization to
organization and sector to sector, this technical specification provides the principles behind crisis
management and the development of the necessary capabilities that are applicable to any size of
organization.
The ability to manage crises is one aspect of a more resilient organization - where resilience is the
ability of the organization to endure and continue through all manner of disruptive challenges, and to
adapt as required to a changing operating environment. Resilience requires effective crisis
management, which needs to be understood, developed, applied and validated in the context of the
range of other relevant disciplines that include, amongst others, risk management, business continuity
management, security manage
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