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Untitled Prezi

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C M

on 28 May 2013

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Transcript of Untitled Prezi

Introduction Outline Solutions Change Process Analysis of the Response The Flood Queensland Central Highlands - Emerald * Rain fall during (24-28th December 2010) and after cyclone Tasha
* 3/4 of the state flood affected Video How is the Organisation Now? Physically * CHRC site unaffected
* Significant damage to council infrastructure (i.e. roads - $60 M repairs) Psychological * Staff faced property damage
* Psychological & financial stress and strain
Financial * Significant expense - but passed
on through rates Internal: Major Change 1 External Changes 1. Shift to disaster management roles * Normal roles dropped * Assigned to crisis specific roles * Gaps in training and knowledge * But staff exceptionally receptive to change.
Why? Effects of Crisis Crisis as an opportunity * Increased receptivity to change
* Decrease acceptance of the status quo
* No effect on number of changes attempted
* No effect on probability of change
implementation * Flood waters peaked 1-2nd January 2011
* 80% of the down flooded 95% of businesses
* 1000+ houses damaged
* Land access cut off Recommendations Continuation of the Current Strategy Who do you look to during a major crisis? * Addressing the psychological side of change
* Reward and recognition
Alignment of culture with strategic goals
*Continued strategic planning around disaster management
Important to avoid 'reactive' approach to crisis Room for Improvement Addressing performance gaps * Training & workshops
* Crisis response simulation Public evaluation and participation * Evaluation survey sent out...but...
Low response rates, limited sample size
* Census with incentives Main Message Crisis is more than a threat ...Crisis is a powerful change agent ...Embrace it! Difficulties faced Road closures
- Resupply
- Evacuation Areas for Improvement Communication
- Telecommunication network overload
- Power outages
- Difficulty getting information to media
outlets Key Points Task Organization Crisis Contact a small to medium sized organization about a crisis they experienced Central Highlands Regional Council (CHRC)
Focus on the Emerald region Flood event of 2011 Activity Imagine the following scenario... "You’re at home on a quiet Sunday evening when you hear on the radio that your neighborhood is about to flood at early hours the next morning and you are urged to evacuate immediately." Questions for you to answer: 1. What is the first thing you would do?
2. Where would you go?
3. What three items would you take? 1. Crisis and flood description

2. Effects of a Crisis

3. Crisis announcement and solutions

4. Current status and major changes

5. Analysis of the Crisis Response

6. Recommendations What is a Crisis? "A crisis is a low probability, high impact
event that threatens the viability of the organization and is characterized by ambiguity of cause, effect, and means of resolution, as well as by a belief that decisions must bemade swiftly"

(Luisser & Achua, 2007) Danger Opportunity Crisis intensity * Increases commitment to status quo
*Triggers change attempts
*Increases the likelihood that change will be
implemented Paradoxical findings? Let me explain... Crisis to Change Highlight crisis Change attempt Shift focus from crisis intensity
to the opportunities presented Change! Managerial Implications Limited decision making time

Wrong decisions costly

Limited access to assets

Constrained information access

High psychological pressure Lives of staff and citizens on the line Flood onset in a matter of hours Limited land access Phone network overload & power outages Support During Crisis Everyone becomes a survivor... Declaring a State of Crisis Crisis was declared by authority members of local government after contact with Bureau of Meteorology Local disaster management group (LDMG) called in Wishful thinking an issue! 1. Mayor called on LDMG


2. Workers pulled from regular roles Members from police, fire, ambulance SES, Red Cross Focus on logistics, coordination and communication of allied services and community

Training and multiple organisational cultures potential issues 3. Regular meetings
4. Information dissemination Well structured & strong leadership from Mayor Representatives sent to evacuation centers 2011 2012 Recovery Coordination Group Formation Flood reports commissioned Flood report recommendations for implementation Recovery coordination news Flood recovery info online Flood recovery info sessions Residents surveyed about flood Community focus groups for flood mitigation New disaster management plan Analysis of Response cont. "Crisis is a process of transformation where the old system can no longer be maintained" (Venette, 2003) Changes included: * Satellite phones and generators
* Improved signage
* Crisis media training Overall communication was good considering difficulties... Issues to consider * Crisis response only put the test
during a crisis
* Organisational learning
2008 vs 2011 flood response lessons Strengths * Broad array of communication
channels used Social media, website, text Psychological Side of Change Accounted for: * Flexible work arrangements

* Work life balance encouraging

* Counseling advertising increased

* Reward and recognition Final Words “Flood advice from CHRC: Nogoa River expected to rise 20cm in south and central Emerald, 60cm in north area- Peak height at bridge at 12pm and north area at 6am”. Text message received 2nd January 2011 For-Profit vs Non-Profit "Rather than seeing crisis as something to be avoided to maximise profits, organizations in the voluntary sector may embrace or even create crisis to do the right thing" (Dyck, 1996) * Timely detection and consideration of symptoms can abate consequences of crisis or even prevent it

* Targeting symptoms is short term solution

* Targeting root of the crisis to truly solve problem Solving crisis 2. Disaster management planning Strong leadership crucial




Mayor was key driver of response success




Internal:Major Change 2 Vested interest & community orientation - Accessible
- Extensive one on one and small group
communication
- Supportive off staff
- Need for clear goals during uncertainty
- Decisions of flow top down and need to be
timely Emily will now finish the presentation by briefly talking about her experience during the flood
Full transcript