The Manager's Guide to Quick Crisis Response : Effective Action in an Emergency.

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Cover; Title Page; Copyright; Chapter 1: Taking Decisive Action; 1.1 Three Ways You Could Get the News; 1.1.1 Personally Involved; 1.1.2 Near But Not Involved; 1.1.3 Remote From the Incident; 1.2 Breaking It Down; 1.3 You'll Need to Act Fast; 1.4 The Hunt for Information: Four Questions; 1.4.1 What Happened?; 1.4.2 How Bad Is It?; 1.4.3 What Is Being Done?; 1.4.4 What Is the Potential for Escalation?; 1.5 Keep the Big Picture in Mind; 1.6 Crisis Decision-Making; 1.7 Use a Model to Optimize Decision-Making; 1.7.1 Scan; 1.7.2 Identify; 1.7.3 Predict; 1.7.4 Decide; 1.7.5 Execute.

1.8 A Manager in Crisis1.8.1 Damage Control; 1.8.2 Orchestrating Your Response; 1.8.3 The Imperative for Rapid Response; 1.9 Four Categories of Concern; 1.9.1 People; 1.9.2 Business Disruption; 1.9.3 Reputation; 1.9.4 Finances; 1.10 Other Priority-Setting Strategies; 1.11 Checklist of Immediate Action Items; Quick Use Response Guide; Chapter 2: Crisis Containment; 2.1 We're Now Entering the Crisis Containment Phase; 2.2 The Six Phases ofManaging a Crisis; 2.2.1 Phase 1: Notification and Activation; 2.2.2 Phase 2: Fact Finding; 2.2.3 Phase 3: Decision-Making; 2.2.4 Phase 4: Prioritizing.

Table 2-1. Posted Emerging Fact PatternTable 2-2. Posted Priorities; Table 2-3. Posted Pending Items; 2.2.5 Phase 5: Implementation; 2.2.6 Phase 6: Purposeful De-escalation; 2.3 Crisis Command Center (CCC); 2.3.1 Location; 2.3.2 The Ideal Room; 2.3.3 Other Possibilities; 2.3.4 Special Roles; 2.3.5 Additional Command Center Tips; 2.4 Crisis Action Team (CAT) Leader; 2.5 Initial CAT Meeting; Quick Use Response Guide; Chapter 3: Order Out of Chaos; 3.1 Understanding the Crisis; 3.2 Crisis Decision-Making; 3.3 Common Crisis Management Problems -- ACE; 3.3.1 Authority; 3.3.2 Communications.

3.3.3 Expectations3.4 Psychological First Aid; 3.5 Rallying the Troops; 3.5.1 Who Is Hurting?; 3.5.2 Prepare for Family Members; 3.5.3 Tell What They Know; 3.6 Employee De-escalation Meetings; 3.6.1 De-escalation Meeting Content; 3.7 Taking Stock; 3.8 A Tale of Two Traders; 3.8.1 Background; 3.8.2 All-Tech Response; 3.8.3 Momentum Response; 3.9 Day One CMT Checklist; 3.10 Ten Questions to Assess Your Decisions and Actions; Quick Use Response Guide; Chapter 4: Establishing the New Normal; 4.1 It's Back to Work We Go; 4.2 Your Window of Opportunity; 4.3 The First Day Back.

4.3.1 The Management Briefing4.3.2 Ways of Listening; 4.4 A Program for Recovery: Psychological First Aid; 4.4.1 Traditional Psychological Debriefings Not Recommended; 4.4.2 Positive Coping Strategies Needed; 4.4.3 Individual Assessment and Counseling; 4.4.4 Early Intervention; 4.5 Phasing Back Into Productive Work; 4.5.1 Supervisory Monitoring; 4.5.2 Purposeful Disengagement; 4.5.3 Anniversary Effect; 4.6 Operational Debriefing for Lessons-Learned; Quick Use Response Guide; About the Author; Credits; More from Publisher.

Avoid being "blindsided" by an unexpected emergency or crisis in the workplace - violence, natural disaster, or worse! Bruce Blythe's The Manager's Guide to Quick Response in a Crisis: Effective Action in an Emergency offers the time-tested skills that prepare you to act effectively - on behalf of yourself and your co-workers - in the face of threat and chaos. Blythe uses real-world case studies, examples, and checklists to help you be the top-notch leader the situation requires.

Includes bibliographical references at the end of each chapters.

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