We are excited to announce that the BCI, the leading membership and certifying organization for Business Continuity professionals worldwide, and CIP Institute, the organization focused on sharing and developing knowledge in the field of risk and crisis, have joined forces to pursue the benefit of their members.
Since the seventies, far before the Tsjernobyl and Fukushima accidents, the applications of nuclear technology are controversial. “How to depolarise the public debate about nuclear energy?” is the one-billion-dollar question for decision makers inside the nuclear sector.
In January 2011, a major fire erupted at a chemical storage and packing company in The Netherlands. In the aftermath, the risk communication to the public was heavily criticised. In the present study, we employed a mental models approach to improve risk communication in case of a fire involving hazardous materials.
When disaster strikes the common perception is that chaos arises and emergency response organizations need to put the situation under control by employing a centralized command structure. Command and Control is the dominant paradigm for many disaster theories and for the response organizations themselves.
Facebook, Twitter, WhatsApp and many other platforms have enabled citizens to connect, communicate and collaborate with each other in a previously unparalleled manner. Recent critical events, both natural and man-made have shown us that this is not limited to carpooling (Uber) and couch surfing (Airbnb). Today, in times of crisis, people reach back to these platforms for information, communication and even coordination: Facebook groups are formed by spontaneous volunteers to help, Twitter becomes an information exchange platform and Whatsapp becomes a viable alternative to connect and coordinate with others.
Our world is a complex interactive process that is full of uncertainty and is often quite unpredictable. Our management systems are however based on predictability and certainty. If we accept that predictability and certainty are false gods, how else might we approach the task of management. If we accept uncertainty and non-predictability are ever present (where chaos is normal), what might we do differently?
Governmental institutions and organizations prepare for disasters. They draw up emergency plans and organize emergency exercises. In most of those plans and exercises, spontaneous volunteers and their initiatives that emerge in the case of a disaster, are not taken into account. However, a lot of international research has showed that in most disasters there was a form of spontaneous citizen help. Furthermore, the spontaneous volunteers were potentially very useful to cope with the disaster.
We invited two of our keynote speakers for an inspiring online discussion about their work in general and what their conferece keynotes will be about. Learn more about what to expect from the CIP Conference on 1st of July 2016 in Antwerp Management School.