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Director, Center for Crisis Intervention and Prevention
Duquesne University
Consultation for Crisis Management and Intervention (CCMI) is a fluid model that adjusts to the needs of employees and organizations through a continuous assessment process. This approach is a departure from traditional models that are rigid and stiff assuming reactions to crises are pathological. Interventions in these models focus solely on employee reactions and are designed to reduce negative symptoms. CCMI, on the other hand, understands responses to crises can be positive. In addition, CCMI appreciates the fact that organizations as well as employees need assistance. CCMI also builds on the idea that along with addressing negative reactions, mobilizing employee and organizational strengths in the recovery process is critical.
The foundation for CCMI is three key principles that integrate research and literature in the field of crisis management and intervention with personal experience. The three principles are the basis for the concept of "Crisis in Context", an ecological theory for understanding the impact of crises on individuals and systems. The value of the three principles is in the power to explain rather than predict.
PRINCIPLE #1: Crises involves layers that affect both individuals and systems.
Elements of the layers are: (a) The crisis for each individual and system is unique and involves affective, behavioral, and cognitive reactions and (b) Proximity to a crisis influences reactions.
PRINCIPLE #2: Reciprocal interactions among individuals and systems occur during crises.
Elements of reciprocal interactions are: (a) Interactions among individuals and systems are direct and indirect and (b) The degree of change in relationships has an affect.
PRINCIPLE #3: Time is a factor in crises for individuals and systems.
Elements of time are: (a) Equilibrium is usually reestablished in 6 to 8 weeks for individuals and systems allowing them to function and (b) Anniversary dates may trigger feelings, behaviors, and thoughts associated with crises.
These principles lead to multiple avenues of application that easily fit into the four stages (i.e., prevention, preparation, response, and recovery) model used by many organizations for crisis management. Applications may include training in crisis prevention and intervention, consulting with management regarding the human impact of crises, and direct intervention with employees when needed.
In the prevention phase of crisis management CCMI is concerned with the assessment and development of resiliency. Resiliency in this situation is the ability of an organization to rise above the negative impact of crises. Determining the degree to which an organization is resilient involves assessing organizational culture. Examples of issues to be audited in the assessment process are pride within the organization, confidence in leadership, organizational strengths, and the adaptability of decision making processes. Increasing or developing resiliency is dependent on concerns discovered in the assessment process.
CCMI concentrates on training in the preparation phase of crisis management. The focus of this training is the inoculation of employees against experiencing undue stress or trauma during a crisis and also coaching management in responding to employee reactions. A key element is the utilization of strengths to develop a sense of cohesiveness within the organization. With respect to business continuity, preparing for a crisis is an established method to minimize the impact of crises allowing organizations to resume normal day-to-day operations as quickly as possible.
The assessment of organizational and individual reactions to a crisis is the focal point for CCMI in the response phase of crisis management. The Triage Assessment Model (TAM) is the cornerstone for the implementation of CCMI. TAM recognizes the uniqueness of crises by assessing affective, behavioral, and cognitive reactions of employees and organizations. TAM uses self-report instruments, interviews, and observations to determine needs in order to make recommendations best suited for specific employees and organizations. In addition, this process also gauges the intensity of reactions so that suggestions can be made with respect to the level of involvement needed by consultants.
In the recovery phase CCMI continues to monitor organizational and individual reactions offering consultation as needed. CCMI supports an organization by making recommendations as indicated. This approach is meant to provide assistance, not interference with the operation of an organization. With respect to individuals, CCMI works to aid individuals to restore an individuals' ability to be productive within the organization.
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