Crisis Management – Signal detection

1. Crisis Management – Signal detection

2. Summary • Crisis Management in Hospitality Industry • Signal Detection Model • Advantage and Disadvantage of Signal Detection Model • Recommendation

3. Introduction • Crisis is defined “as an adverse incident or a series of events that has the potential to seriously damage an organisation’s employees, operation, business and reputation”, Paraskevas et al (2013:35) • Crisis Management is set of factors designed to combat crises and to lessen the actual damaged inflicted. (Coombos, 2011) • There are elements that are common to most definitions of crisis: • a threat to the organization, • the element of surprise, • a short decision time • a need for change

4. Crisis Management in Hospitality industry • “The Hospitality industry is prone to crises as it is highly fragmented and complex with many interdependencies among its sectors”. (Paraskevas, 2012) • Hospitality industry is incorporated with other industries, meaning that a wide range of potential crisis within hotels can affect and impact others business. • The exposure of Hospitality business to a wide range of crises, indicates a significant challenges’ that hospitality organisation, face it in the operation.

5. Crisis in UK Industry • Paraskevas (2009), 60% of organisational crises normally emit warning signals early enough to be prevented. • 43% of companies experiencing a disaster never recover • 40% of companies that have CM plans do not have a team dedicated to disaster recovery • 43% of companies that have a business continuity plan do not test it annually • 80% of companies have not developed CM to provide IT coverage for business continuity • Of those who have had a crisis, 42% STILL do not have a plan! • yet…97% felt confident that they could respond well to a crisis • Only 23% of businesses have no early warning of some kind; about 75% of crises result from inappropriate action or inaction by top management (UK Statistics, 2012).

6. Types of Crisis Signals People Communities Gossip / Rumors Special Interests Personal Media Networks Consumers The Culture Internal External Personal Data Remote Bases Sensing PCs Government IT Monitoring Industry Source: Mitroff (1988) Technical

7. High Impact Low Probability High Probability Low Impact Crisis Categorization Crises categorisedby the types of risks in terms of their impact and probability Red Zone Amber Zone I I I I I I I I I I I I I I I I I I I I I I I I Hazard Likelihood Gray Zone Green Zone Hazard Severity Source:Mitroff (1988)

8. Stages of Crisis Management Crises can be described in terms of stages, or relatively identifiable sequences of events and reactions. Stages enable planners to monitor risks, progress, target stakeholders, and take strategic action appropriate to the stage. There are many models; below are two prominent ones: Fink’s Crisis Lifecycle Crisis breakout Triggering event with resulting damage Prodromal Risk cues that potential crisis can emerge Resolution Crisis no longer a concern to stakeholders Chronic Lingering effects of crisis Mitroff’s Five Stages of Crisis Management Damage containment Keep from spreading to uncontaminated areas Signal detection Warning signs & efforts to prevent Probing & prevention Search risk factors & reduce potential for damage Recovery Return to normal operations asap Learning Review & critique CM efforts for improvements

9. Signals Warning Mitroff (1988:18) observed that “long before its actual occurrence, a crisis sends off a repeated and persistent trail of early warning signals” “Signal Detection is a first line of defence in Crisis Management” (Paraskevas & Altiney, 2013)

10. Crisis Signal Detection Model Source: Paraskevas et al (2013)

11. Scanning for Signals • internal; the organisation’s structure, culture, and resource variables, • Task; industry force variables • economic, technological, socio-cultural, and political-legal variables • Capture of Signals core detectors (employees, guests, suppliers, industry organisation; ad hock (competitors) and experts or consultants, • Signal Transmission • communication platform; Paraskevas et.al (2013)

12. Advantage and Disadvantage

13. Conclusion • Hospitality organisation operates in complex external and internal business environment. • It is crucial that Hospitality organisation engages in defining and establishing, crisis plan and crisis management team. • Importance of focusing on communication issues framework. • Organisations that anticipate the possibility of a crisis and prepare properly will be better equipped to manage different situations.

14. Recommendation • Organizations should redefine the role of crisis management plans and crisis management teams. • An effective crisis response should be viewed as a living (co-evolving) system within the organization. • By adopting complexity principles the organization can make this system far more effective.

15. Bibliography • Coombos W.T (2011), Ongoing Crisis Communication: Planning, Managing, and Responding, USA: SAGE Publications, Inc • Mitroff, I. (2004). Crisis Management leadership, US: John Wiley and Sons. • Mitroff I and Anagnos G (2001) Managing Crises Before They Happen, New York: AMACOM. • Mitroff I (1988), Smart Thinking for Crazy Times: The Art of Solving the Right Problems, USA: Berrett-Koehler Publishers, Inc., • Paraskevas, A. and Altinay, L. (2013),Signal Detection as the First Line of Defence in Tourism Crisis Management, Tourism Management, 34(1), pp. 158-171 • Paraskevas, A. (2012) “Aligning Strategy to Threat: A Baseline Anti-terrorism Strategy for Hotels”, International Journal of Contemporary Hospitality Management, vol. 27, 7, pp. 140. • Paraskevas, A., Altinay, L., McLean, J. and Cooper, C. P. (2013) “Crisis Knowledge in Tourism: Types, Flows and Governance” Annals of Tourism Research, vol. 41, pp. 140-152.