Most failures in crisis operations rooms trace back to a conversation someone avoided having. When the practice within organisational leadership is unclear, people default to protecting their own function. Post-incident reviews keep identifying weaknesses in the wider organisational leadership agenda that were visible long before the incident. It treats crisis operations rooms as an operating discipline and equips participants to run it as one. Improvement in the organisational leadership discipline stalls when it depends on one capable individual rather than a defined method. Participants develop a defensible line of reasoning for the choices they make about the organisational leadership capability. The material serves both public bodies and commercial organisations dealing with crisis operations rooms. The method assumes participants will be challenged on their handling of this strand of organisational leadership and prepares them for it. Participants leave with a plan for the organisational leadership discipline sized to what their organisation can realistically absorb.
Expected Learning Outcomes
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Build coalitions across functions to make crisis operations rooms stick.
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Assign clear ownership for each element of crisis operations rooms across the functions involved.
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Integrate crisis operations rooms into existing management routines rather than running it separately.
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Recognise when crisis operations rooms needs a different leadership style than the one that got you here.
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Build the trust that makes candid feedback about crisis operations rooms possible.
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Hold difficult conversations about crisis operations rooms early, while they are still small.
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Structure records of crisis operations rooms so that they answer the questions an auditor will actually ask.
Who Should Attend
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Department heads and senior managers accountable for crisis operations rooms.
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Executives leading multi-function programmes involving crisis operations rooms.
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Specialists advising senior management on crisis operations rooms.
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Founders and owner-managers formalising crisis operations rooms as the organisation grows.
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Project and programme managers whose success depends on crisis operations rooms.
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Planning staff whose forecasts and budgets are affected by crisis operations rooms.
Course Modules
Open any module to see its sessions and topics.
01
Crisis operations rooms: deciding under pressure and incomplete information
2 sessions · 8 points
Session 1Recovering after a visible mistake on crisis operations rooms
Compare the cost of crisis operations rooms with the cost of its absence.
Confirm that those complying with crisis operations rooms understand why it exists.
Ask the team what they think is wrong with the plan for crisis operations rooms.
Decide the point at which you would escalate crisis operations rooms.
Session 2What your team concludes from how you handle crisis operations rooms
Identify your successor for crisis operations rooms and the gap they need to close.
Anticipate the objections crisis operations rooms will raise and prepare the answers.
Confirm that contractual obligations around crisis operations rooms are understood.
Check that records of crisis operations rooms answer the questions likely to be asked.
02
Crisis operations rooms: conflict, politics and informal power
2 sessions · 8 points
Session 1Deciding on crisis operations rooms when the information will never be complete
Close out actions on crisis operations rooms rather than leaving them open indefinitely.
Reduce the variation in how crisis operations rooms is carried out between teams.
Write down the assumptions underpinning the approach to crisis operations rooms.
Identify the conversation about crisis operations rooms you have been postponing, and schedule it.
Session 2Saying the thing about crisis operations rooms that nobody wants to say
Agree the standard on crisis operations rooms and confirm it applies to everyone.
Identify which function can quietly block crisis operations rooms and address it directly.
Arrange the handover of crisis operations rooms so capability survives staff changes.
Name the person accountable for each part of crisis operations rooms, not the committee.
03
Crisis operations rooms: delegation, trust and accountability
2 sessions · 8 points
Session 1The decisions in crisis operations rooms that cannot be delegated
Write down the reasoning behind your position on crisis operations rooms.
Review whether crisis operations rooms is aligned with the objectives of the management team.
Decide what you will delegate on crisis operations rooms and what you will not, and say why.
Assess the workload crisis operations rooms adds and what you will remove to make room.
Session 2Making crisis operations rooms work when resources are constrained
State the outcome expected from crisis operations rooms in a single sentence anyone can repeat.
Set the review point at which crisis operations rooms will be reconsidered.
Establish the boundary of crisis operations rooms and record what sits outside it.
Name a single owner for each element of crisis operations rooms.
