Crisis management and the importance of consultation

The Association of Chief Police Officers (Acpo)’s knee-jerk objection to the news that the prime minister has invited a US expert to give advice on tackling gang culture raises an important aspect of good crisis management – the need to consult specialists.

The police force and its leaders are, inevitably, feeling sensitive and demoralised. They have had to cope with two significant resignations over phone hacking at the News of the World; the pressure of responding to the recent riots; the IPCC’s initial findings during its review of their actions in relation to the death of Mark Duggan (which led to the riots); and being attacked verbally, physically and reputationally. No wonder they feel vulnerable.

But this is no time to let your emotions get the better of you, personally or corporately. Like any organisation in good times, the police force is not perfect. There is scope for improvement and retreating into a bunker of self-protection is not good enough. Like any organisation in crisis, it has a choice: fight or flight. Objecting to gaining information from another country’s experience is the equivalent of flight.

As for Sir Hugh Orde’s criticism that seeking advice from US police expert Bill Bratton can be discredited because the US still has 400 gangs, this not only sounds desperately defensive; it also illustrates the danger of playing the numbers game. What is the proportion of US gangs in relation to its size, compared with the number of gangs here in relation to our size?  And how do you count the number of gangs anyway – when they seem to merge, disband or reform in a somewhat fluid way depending on the charisma of their leaders, the opportunities, the reasons, the motives, the mood, the triggers. The US is bound to have more gangs than us but it doesn’t necessarily show that the US police is ineffective; it could just as easily show how much more experience the US police has of tackling gang culture.

In short, the police force should have invited advice from others in similar situations – not left it to the government to take action. It should now welcome that move.

In the immediate aftermath of a crisis, it is very easy for any organisation, business or individual to retreat from potential criticism, to hide from the spotlight and to look inwards for ideas and direction. Discussion must take place internally (about what went right, what went wrong and what could have been done better – against your crisis management plan and the options you considered as the crisis unfolded) but if you only consult internally, you will only gain a narrow, limited – and potentially over-cautious, self-interested, self-supporting and self-serving – perspective. You need to look broadly and consider numerous options – for urgent or immediate actions, for ways of minimising and mitigating risks, and for devising a longer-term strategy. You must look at it in relation to others’ crises – as experienced by those others.

Let’s remember that the benchmark-setting Chilean government consulted NASA not on how to get the miners out of a tight spot – but how to help them survive for a long time in one. NASA, which has been dealing with that challenge since the late 1950s, was bound to have some valuable insights and experiences. Consulting it was both inspired and expedient. Consulting Bratton is more obvious than inspired – but just as expedient.

A word of warning: it is just as important not to over-consult. It is tempting to ask everyone for a view but, in the early phase of a crisis, you need to make good decisions fast. Consult a small core group – those essential to running the crisis and protecting the organisation’s reputation plus involved specialists. Leave wider consultation, particularly internally, till later. Yes, someone must listen to the ground to gauge opinion – and report on it – but during the initial phase of a crisis leaders must assume a command and control approach. As the organisation moves into recovery – and reviewing its crisis plan – consulting more widely makes sense. At that point, if not earlier, it never makes sense to turn down the chance to benefit from others’ experiences and hindsight.

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3 Responses so far »

  1. 1

    Caroline Atkinson said,

    August 15, 2011 @ 8:26 am

    An excellent point, actually several excellent points, I felt the police sounded petulant and childish in their response to the government’s action to get the US gang advice. As you say, at least they could have accepted graciously, even though they failed to take the best step which would have been to get that advice for themselves.

  2. 2

    Michael said,

    November 2, 2012 @ 2:00 pm

    Sometimes for a crisis event you need to explore all possibilities like keeping the buried minors alive longer to buy more time to find a solution to get them out. Great strategic thinking.

  3. 3

    Business Continuity Consultant said,

    May 16, 2015 @ 11:04 am

    All proposals should go through the appropriate consultation, regulatory assessment and compliance cost assessment processes.

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