The Programme Content

 

The programme has been designed to be interactive with several case studies and group exercises. A modular approach will take the delegates through the four stages of Crisis Management - Preparation, Planning, Response and Recovery. Participative lectures will involve the use of PowerPoint, handout material, work manual with all instructor notes and slides, examples of best practice and appropriate video/DVD material. The use of flip-charts, syndicate work-shops and reporting back sessions will encourage a fully participative and enjoyable event.

 

 

Pre-planning, who and what else should be considered?

• Who owns the mitigation process?
  • Self-evaluating questionnaires
• Developing and Implementing Emergency Plans
• Twelve point check list covering the whole planning process
• Mutual Aid arrangements
• Company-wide strategic contingency plans
• Service or departmental plans
• Building evacuation plans
• Crisis Management and Communications. Emergency Centre/s
• Developing and implementing a Business Continuity Management (BCM) strategy
• Business Impact Analysis. Case Study and Workshop

 

Dealing with a crisis - the 'communications' perspective

• Command and Control Issues
  • Operational (at the scene)
  • Tactical (at the forward control point/incident command)
  • Strategic (boardroom level/emergency operations centre)
• On Scene Crisis Management, essential elements for success
• Reputation Management - Managing the Media. 'How to' sessions include:
• Organising a Press Conference
• Conducting Radio and Television Interviews
• Case Study Exercise: Crisis Communications Strategy. Develop a crisis communications strategy and action plan based upon a given scenario

 

Incident Management & Aftermath

• Alerting and Warning. Case Studies. What can go right and what can go wrong
• Case Studies - Texas City Disasters 1947 and April 2005
• Major Incident Simulation - Role Playing Workshop
  • Syndicate selection
  • Reporting back
• Potential Psychological & Welfare problems in Crisis Management
• How to improve staff morale and confidence in the process
• The psychological effects during and after an incident involving injuries - and worse
• Looking after yourself and your staff
• Questionnaire, are your batteries in good condition?

 

What Makes a Negotiation a Success?

• Negotiation Exercise Number 1
• Personal obstacles to a successful negotiation
• Purchasing responsibilities as a negotiator
• Identifying the phases of a negotiation
• Understanding the phases of a negotiation
• What makes the “ winners” win – the elements of success
• Comparing Approaches in Negotiations
• Looking for a better deal for both parties
• When to use what style of negotiation
• Protecting yourself and your company
• Using Time as a key element
• Negotiation Exercise Number 2

The Expert Negotiator Has Many Talents

• Skill sets and knowledge requirements
• The role of intuition and Emotion
• Understanding your present personal capability
• Defining the negotiator competencies
• Uncovering the learning gap
• Identifying what should be negotiated
• Positioning the negotiation
• Determining the suppliers likely position
• The influence of long and short term supplier relationships
• The importance of research
• Negotiation Exercise Number 3