Step 5: training and integration with
local authorities
Both a global and local crisis management train-
ing program should be developed and include an
interactive aspects including Classroom Training
Sessions, Table-Top Training Sessions and Crisis
Response Drills. Traditional Classroom Training
sessions should be designed to provide training
information to the management teams that will
be responsible for the management and imple-
mentation of the crisis management programs on
a corporate and local level.
The second aspect of the crisis management
training program is to develop and conduct
Table-Top Training Sessions. These sessions
provide both the corporate and local crisis man-
agement team members with `real-life' scenarios
where they are responsible for working through
their response efforts. Table-Top Training Sessions
are valuable to the team members because they
allow responders to review their response
procedures in a controlled environment.
The last stage of the crisis management train-
ing program is to conduct live local and global
drills with local and corporate crisis management
teams. Due to the nature of operations, full-scale
drills may be difficult to implement, but local
live drills should be conducted with local crisis
management teams on selected basis to further
enhance their comprehension of their responsibili-
ties during a crisis.
Throughout a crisis management development
and training program, the local authorities should
be invited to participate. Their involvement in the
will provide an additional level of understanding
of the company's crisis management procedures
and will also identify issues and concerns that may
modify how the company coordinate response
efforts at the local and global level.
The involvement of the local authorities during
the global and local crisis management develop-
ment process will provide invaluable insight on
how the local authorities plan on providing
assisting to the company during a crisis. Without
the involvement of the local authorities, a
company's crisis management program will not be
complete due to the fact that in a crisis situation,
the involvement of the local authorities will be the
deciding factor on how the crisis impacts the
company's operations at both the local and global
level.
Conclusions
Crisis management is challenging at the local
level, let alone trying to globalize crisis manage-
ment. That being said, companies should look
into creating global standards for crisis man-
agement to assist in the effectiveness and
coordination of response efforts. These steps
identified in this article are only pointers to
starting the process of effective global crisis
management and each company's goals, concerns
and operations will affect how global crisis
management is achieved. IFP
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Jon M. Evenson is a Senior
Consultant for Rolf Jensen &
Associates (RJA) specializing
in crisis response planning.
Mr. Evenson has 13 years of
experience in developing
unique solutions to
challenges involving crisis
management, occupational
safety, security and life safety
for a variety of occupancy
types located throughout the
United States and the Middle
East. Based in the Dubai
office of RJA International,
he can be reached at
+971 4 801 9270 or via
email at
jevenson@rjagroup.com

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