Hcs/350 Crisis Management Research Paper

Crisis Management Plan
Lana Simmonds
University of Phoenix
Health Care Communication
HCS 350
Brenda Harton
June 08, 2013

Crisis Management Plan
In our private lives words have a significant use as a meaning to show love and foster friendships. The way one communicates varies dependent on the setting. In times of crisis emotion is set aside to focus on resolution of a disaster situation. Dynamics of communication in times of crisis occurs in high intensity and in an assertive manner. “In the context of disaster management, fail-safe communication is vital during a wide range of actions, from the significant phase of "preparedness" to impart knowledge and information (mass education and public awareness), warning of impending threat
of disaster, calling various resources and intimation to authorities and conducting disaster management in general,”(Joshi 2013). “Be specific as possible in your communications,” (Johnson 2006 p 59). Communication needs to be clear, short, and to the point.
Stress is a disaster situation is subjective to the individuals involved. Each individual has different thresholds of stress. The age, physical fitness levels, level of health, fatigue, and personality are all factors that influence how each person is able to tolerate and cope with the stress during a disaster situation. Regardless of subjective factors there are ways in which stress levels can be reduced. “Effective team work is an essential stress reduction strategy and a crucial operational factor here is the management of diversity,” (Paton & Flin 1999 p 261). Regular activities in team building are essential to build cohesiveness among the crisis task force. Learning to work together on a regular basis will have a natural feel in the event a crisis was to occur. Mock crisis situations allow the team members to practice to working together. Practicing these techniques allows for the team to see where the weaknesses of the team are and to build up in the necessary areas.
Another way to reduce stress is to allow disaster personnel to have regular breaks to avoid burnout which is highly possible in a disaster zone. “Countering this possibility requires taking rest periods, rotating personnel, and making effective use of team resources,” (Paton 2003 p 203). Having plenty of people to relieve the primary team is necessary to run a successful disaster plan. Proper planning and having good assessment skills of the team members is important to know when to change members of the team out for rest periods.
The third way to reduce stress in a disaster situation is to choose the appropriate disaster management format to tackle the impending disaster. Choosing the appropriate tactic to deal with the disaster can change the entire focus and success of the outcome.
Communication is essential in any situation. Even if the disaster team was unsuccessful in their overall goal there can still be success in the functionality of the team. The first way in which the disaster team can prevent communication challenges is to follow the chain of command in times of disaster. At every level in the disaster team, every person needs to have a clear understanding of who they are to report to. Time is of the essence and repeating the same information twice can waste serious time.
The second communication prevention technique is a command center where all major agencies are set up to work together during the disaster. The major agencies are able to communicate on a larger scale to meet the needs of the workers. Regular updates and continuous coordination occur at this level. Each agency has their own team working collaboratively to meet the needs of the disaster. As each team has their own focus, collaboratively the disaster is approached and conquered.
The third communication prevention technique is the task for that maintains the communication of all people. Making sure that our major means of communication being the telephone is safe. Keeping the lines free of hackers or environmental factors is imperative for all major agencies, local team members, and civilians to have a means to communicate with each other.
In closing disaster situations are not the ideal forum that one wants to happen, but the need for preparedness is important to protect all of the people that are near and dear.
Good leaders in times of emergencies to give proper direction and replace individuals that is fatigued. Effective and collaborative communication is the way to succeed. Work together as a team to achieve the same goals with the highest levels of success.

References
Johnson, D. (2006). RISK COMMUNICATION in the fog of disaster. ISHN, 40(11), 58-58,60,62. Retrieved from http://search.proquest.com/docview/196546320?accountid=35812
Joshi, M. (2013). What is the importance of Proper Communication in Disaster Preparedness and Mitigation? Retrieved from www.preservearticles.com/201101143264/importance-of-proper-communication-in-disaster-preparedness-and-mitigation.html
Paton, D., & Flin, R. (1999). Disaster stress: An emergency management perspective. Disaster Prevention and Management, 8(4), 261-267. Retrieved from http://search.proquest.com/docview/214379628?accountid=35812
Paton, D. (2003). Stress in disaster response: A risk management approach. Disaster Prevention and Management, 12(3), 203-203. Retrieved from
http://search.proquest.com/docview/214377504?accountid=35812