[September 27, 2011 - New York, NY] – Steven Crimando, Managing Director of XBRM, an expert in human behavior in emergencies, workplace incidents and security, was interviewed by Ti-Hua Chang of Fox 5 New York News. In the interview, he shares his expertise on the psychological aspects of counter-terrorism and emergency preparedness following NYC Police Commissioner Ray Kelly’s recent “60 Minutes” interview on the NYPD’s Counter-Terrorism Division’s advanced capabilities and ability to take down a hostile aircraft.

Steven M. Crimando, MA, BCETS, CHS-V, has more than 20 years experience in disaster. He is a member of the FBI’s InfraGuard program and serves as a consultant and trainer for the U.S. Department of Justice, Federal Emergency Management Agency and United Nations.

He has served as faculty member at the Rutgers University Center for Management Development and Fairleigh Dickinson University graduate program in Management of Organizational Behavioral planning, consulting and training. He is a clinician and educator specialized in crisis intervention, disaster recovery, and traumatic event response.

He has been conferred the status of Diplomate of the American Academy of Experts in Traumatic Stress and is a Board Certified Expert in Traumatic Stress. He also holds Level III Certification in Homeland Security through the American College of Forensic Examiners International, where he serves as the Vice Chairman for the Division of Forensic Counseling.

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The 10th anniversary of 9/11 will undoubtedly be a time of deep reflection and remembrance. For many, it will also be a time in which painful and difficult emotions resurface.

Everyone experiences a disaster in a different way, and everyone will experience this 10th anniversary differently as well, depending on their life experiences and how they were connected to the events of 9/11. It is understandable and expected that for many people, including both those who lost someone close and those affected in a more general way, may experience a wide range of emotional reactions, including:

- Anxiety and fear
- Strong feelings of grief and sadness
- Frustration and anger
- Guilt and shame, such as “survivor’s guilt” for those who survived the attacks
- Avoidance of reminders or the entire anniversary
- Difficulty sleeping or concentrating
- Changes in appetite
- Nightmares or flashbacks of the event

Just as there are many ways to react, there are many useful ways to actively manage the emotions associated with this anniversary. The suggestions below may help you better prepare to face the emotions and reactions you experience leading up to and during the anniversary.

Coping with the 10th Anniversary of 9/11:

Remember that you may have a strong emotional reaction during the time of the anniversary, but these reactions are the natural, normal and expected responses that usually subsides after the anniversary.

Even during such an emotional time it is important to take care of yourself by eating well, exercising, and getting plenty of rest. Relaxation techniques such as breathing and meditation may also helpful during this time.

Don’t keep your thoughts and feeling to yourself.  Let others know who can provide comfort and support. Regulate your exposure to media coverage regarding the anniversary and be aware of your reactions to media reports. If you feel overwhelmed and uncomfortable, take a break from the coverage and simply shut if off.

Many communities have planned events and remembrances. Participate in organized commemorative events or plan an event of your own.

Find positive ways to release your emotions, such as art, exercise and other means of expression.

If at any time you or someone you love feels unable to cope or handle the anniversary, it may be helpful to speak with your family doctor or mental health professional.

It is not necessary to go through this anniversary alone. Reach out to seek and offer support to those around you.

For more information about anniversary events and ways of coping and supporting others, please visit U.S. Department of Justice-Office for Victims of Crime 9/11 Healing and Rememberance website: http://www.9-11healingandremembrance.org/, or call the toll-free hotline with mental health support and information regarding 9-11 10th Anniversary events. (Also available in Spanish) at 1-866-212-0444.

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Thursday, June 9, 2011, AlliedBarton Security Services, the industry’s premier provider of highly trained security personnel, and HR Plus, a leading provider of comprehensive solutions for employment and background screening, in partnership with CA Technologies, Inc., Suffolk County Police Department, BOMA Long Island and ASIS International Long Island, hosted a free workplace violence prevention seminar from 8 a.m. to 12:30 p.m. on Thursday, June 9, 2011, at CA Technologies at One CA Plaza in Islandia, NY.

Steven Crimando, Managing Director of XBRM, spoke at this seminar on focusing on “The Evolving Workplace Violence Threat: Strategies for Effective Deterrence, Response and Recovery”

Click here, to view the article written by Patricia Kitchen of Newsday

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While certainly not all veterans of 9/11 response and recovery operations developed PTSD or other diagnosable mental health conditions, many, if not most, experience powerful traumatic stress reactions during and after their involvement at Ground Zero, the Pentagon and in Shanksville, Pennsylvania. Traumatic stress reactions and traumatic memories are highly subject to being restimulated by reminders a threatening event, especially those made very public and visible during the anniversary of a disaster or terrorist attack. When rekindled, traumatic stress reactions can resurface in powerful, uncomfortable and disruptive ways. They can psychologically transport individuals right back to the time and place of the disaster and reignite the same thoughts and feelings, both emotional and physical, that were experienced on the day of the event.

Some research suggests that PTSD and traumatic stress symptoms do not directly degrade the performance of law enforcement and security personnel, but the indirect effects resulting from disrupted sleeping and eating patterns, difficulties concentrating and strong emotional reactions such as grief or anger certainly can impact performance, especially under high-stress conditions.

XBRM’s latest white paper, “Preparing for the 10th Anniversary of 9/11: Anticipating the Effects of Traumatic Stress on Law Enforcement and Security Personnel“, is intended for those in leadership positions in law enforcement, public safety and private security organizations. Efforts to raise awareness about the possible emotional fallout of the 9/11 anniversary and strategies for coping should begin well in advance of September. The paper introduces some of the key concepts in traumatic stress, addresses the potential impact on the wellness and performance of law enforcement and security personnel, and offers some suggestions for managing emotional and behavioral challenges that will likely accompany this very significant anniversary.

Please accept my offer to download this free white paper and use the ideas discussed within to begin a discussion in your organization or agency about how the anniversary may impact your workforce, especially those tasked with high-stress assignments protecting the community or your company in the weeks leading up to and immediately after this 10^th anniversary of 9/11.

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In the wake of the tragic incident in Tucson last month, there has been increased attention to the relationship between mental illness and violence. Savvy employers are aware that in instances of Type III-(coworker-to-coworker) violence mental illness often plays a critical role. It is important to remember that mental illness alone is not a cause or excuse for violent behavior. Individuals with certain types of psychiatric disorders, who are not compliant with treatment or medications, and especially when also using or abusing substances, are far more likely to commit violent acts than others. Substance abuse plays a critical role in this triad of risk factors. And just as some psychiatric disorders are more highly correlated with violence, so are certain drugs.

The chemical MDPV (methylenedioxypyrovalerone) is currently legally available in most states and on the Internet and being marketed under the guise of “novelty bath salts”, growth stimulants, PH optimizers, incense, even as a pond scum remover. This substance can be smoked, snorted and injected by those seeking a powerful high or hallucinogenic experience. The drug mimics the effects of LSD, cocaine and ecstasy.

Unfortunately, the high is also frequently accompanied by extreme paranoia, anxiety, and violent and combative behavior, as well as a dramatic increase in physical strength. Reports from law enforcement professionals and hospital emergency departments across the country describe instances of individuals intoxicated by MDPV requiring tremendous force to subdue or contain them. Sedatives used to tranquilize individuals do not seem effective in many instances.

Poison Control Hotlines in several states are also receiving dozens of calls daily about symptoms ranging from seizures to panic attacks and hallucinations. Health officials claim the drug can be addictive, and can cause kidney and muscle damage. There have been instances of overdoses, self-injury, suicide, extreme violence and homicide attributed to the drug. The substance can act as a stimulant and hallucinogen causing intense cravings, binging and delirium. Users report a very unpleasant and anxious high, some with very frightening, psychotic reactions.

MDPV is a “designer” substance; it is made in the lab. It is produced in powder form as a legal substance that is commonly used in plant food and bath salts. In convenience stores, drug paraphernalia shops and on the Internet, it is being sold under various names including:

• Bath Salts
• Bliss
• Blue Sky
• Charge Plus
• Cloud 9
• Hurricane Charlie
• Ivory Snow
• Ivory Wave
• Purple Wave
• Raving Dragon
• Red Dove
• Route 69
• Vanilla Sky
• White Lightning
• White Rush
  • …and others

The Workplace Connection

Over the counter at convenience stores, head shops, or on the Internet, packets of the substance can be purchased for as little as $20.00. There is no age restriction on sales to minors, but Louisiana, Florida and several countries have recently announced bans on its sale.

It is recognized that workplace violence prevention programs must be closely tied to HR and EAP/Wellness programs that can assess and help move employees experiencing mental health and/or substance abuse problems toward help. All partners in an organization’s violence prevention program, including security, health and safety, legal and others, should be appraised of this emerging risk.

MDPV provides a powerful high at a low cost. It is legal almost everywhere and easy to acquire. Threat Assessment Teams who may interview or intervene with “employees of concern” should be aware of the introduction of this substance into the stream of other potentially dangerous intoxicants as it affects behavior. Such teams should be especially conscious that individuals abusing MDPV represent a significantly higher risk of aggression and violence.

Recommendations

To address this risk, XBRM recommends several action steps for employers, including:

• Discussing the MDPV risk with your Workplace Violence Prevention Team. Consider addressing questions about possession of the substance in the workplace (especially since it is not illegal in most places). How will such issues be handled?

• Contacting local hospital Emergency Departments and/or Psychiatric Emergency Departments to inquire about increased MDPV cases within your area.

• Asking local law enforcement officials about their perspective and changes in recent drug related activity.

• Informing internal first responders of the signs and symptoms of MDPV intoxication.

• Encouraging supervisors to be alert to the presence of this legal, but dangerous substance in the work environment and how to report or handle concerns of MDPV use.

• Sharing information about MDPV with employees from awellness and parental/family concern standpoint.

• Monitoring information from national poison control officials, as well as state and federal drug prevention agencies. Recommendations

Changing Trends

Workplace violence is a constantly evolving operational risk. It is important that anyone concerned with this issue remain current and aware of factors in the organization, the community, and the culture that influence the prevalence and dymanics of violence.  With national exposure of this risk by television, radio and print news outlets, the relationship between MDPV and violence will likely be viewed as a “foreseeable” risk sometime soon. This is a curve you will definitely want to stay ahead of.

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SHIELD is an umbrella program for a series of current and future Police Department initiatives that pertain to private sector security and counterterrorism. This public-private partnership is intended to provide best practices, lessons learned, counterterrorism training opportunities, and information sharing. SHIELD partners with private sector security managers with the goal of protecting New York City from terrorist attacks.

XBRM’s Managing Director, Steve Crimando, was a featured speaker at this event, addressing the Human Factor in Active Shooter Response. A summary of that presentation is provided below for your information.

One Side of the Coin

In the wake of a tragic and traumatic event such as the attempted assassination of Congresswoman Gabrielle Gifford, there is often a flood of commentary on the mental health of the perpetrator and a flurry of subject matter experts sharing information about the pre-incident behavioral warning signs of violence. While that information is important and useful, there is another discussion about human behavior in mass shooting events that is often overlooked, but equally important. That is the behavior of the victims and witnesses of the event who often can and do intervene in critical ways.

In the instance of the shooting in Tucson, there have been numerous reports of heroism, including most recently the revelation that Federal Judge John Roll may have died trying to save another man’s life. The behavior of those in the line of fire must be a critical concern, not an afterthought. Recommendations from the U.S. Department of Homeland Security, and the NYPD in their new publication advise those caught up in an Active Shooter situation to evacuate, hide out or fight back. Can and will employees actually do what is recommended is an important question. Will even discussing Active Shooter Response plans with employees raise anxiety, overwhelm people and make them less likely to respond appropriately? All good questions.

The Active Shooter risk is not going away any time soon. The evolution of terrorist tactics also raises the specter of a Mumbai-style attack in a U.S. city, potentially putting multiple shooters into a densely populated environment. For a more complete discussion of the evolution of terrorist tactics and the Active Shooter risk, I recommend our recent white paper: Type V Workplace Violence and the “New Terrorist”: Exploring the Active Shooter Threat. Shooting incidents in the workplace, in schools and in other public venues will continue. There is a good deal known about the behavior of would-be shooters, but much less known about the behavior of victims and witnesses that can reduce the likelihood of such events, or at least, increase survivability. To date, our focus has been almost exclusively on one side of the coin, the shooters, the very few. I believe it is time to flip that coin and examine more fully, the behavior of those potentially in harm’s way, the victims and witnesses, the many.

Behavior-based Active Shooter Response

The current recommendations of evacuate, hide out or fightback/take action, make good tactical sense, but introducing these recommendations to employees can be tricky. Simply imagining a shooting event in the workplace can be overwhelming and uncomfortable for most people, and when asked, people typically and honestly report that they are unsure how they would actually behave in such a moment of terror.

While the prediction of human behavior in most instances is an imperfect art, there are some useful studies of how employees respond to threat-related information that can help inform leaders and decision-makers about how best to prepare the workforce to effectively respond in an Active Shooter situation. One research-based approach is the Extended Parallel Processing Model (EMMP), developed to study employee willingness and ability to respond to emergency situations. To briefly summarize, the key point is that an employee’s sense of confidence (efficacy) in their own ability and their organization’s ability to respond to a high-threat situation was much more important than their perception of the threat or how vulnerable they might be. One of the critical take-away points is that realistic, pre-event training and practice can help build the confidence needed in the individual and organization to effectively respond to even the most frightening scenario.
There are other studies as well that offer similar findings. Those findings can be summarized by a quote from a leading risk communicator, Peter Sandman, “Action binds anxiety.” Giving people actionable information to assess risk and guide their response is one of the most useful ways to engage them in what otherwise might be perceived as overwhelming or unreasonable tasks. The idea of taking on a violent, armed intruder in the workplace may seem beyond most people, yet the events in Arizona again demonstrate that anyone and everyone can be part of the solution and stop a shooter. All of the literature addressing the Active Shooter risk points out that these incidents evolve quickly and are often over before the first police officers arrive. In this situation, your front line employees are your best first line of defense.

The Role of Front Line Employees

An effective defense against a potential shooter must be layered. Physical security, background checks and other elements, including front line employees, are critical to your success in defending against this threat. There are three key areas for employee involvement:

1. Detection

2. Response

3. Recovery

The early detection of a potentially violent individual or group targeting the organization or its employees is one of the most effective ways to mitigate the Active Shooter threat. Employees benefit from clear instruction about what to look for including both individual warning signs and pre-incident indicator of terrorism (i.e., Seven Signs of Terrorism). Of course, it is also important to provide guidance about what to do if such signs are observed. Involving employees in the detection of potential violence can serve as a force multiplier for security professionals.

The guidance from federal, state and local law enforcement agencies is fairly consistent and straight forward: run, hide or fight. Employees will be in a much better position to take the appropriate actions if they are trained and practiced in them. If you’ve never conducted a lock-down or shelter-in-place drill in the workplace, you may consider using recent events to stimulate discussion and engage the workforce in such an exercise, based upon a “what if it happened here?” approach. The recommended actions are not necessarily intuitive. Employees will not always execute the correct response by default. Coaching, training and practice will be needed.

Employees inside or on scene during an Active Shooter incident are also pre-positioned to be the best providers of immediate emotional support. The current “intervention of choice” in the 0-48 hours following a life-threatening or traumatic event is referred to as “Psychological First Aid.” Like medical first aid, the basic skill set is accessible to non-medical and non-mental health professionals. It is an “every person” approach to providing safe and effective emotional support to those most distressed or shaken by the event.

Take Action

People do not want to be sitting ducks. As uncomfortable as the discussion may be, it is important to engage your workforce in a discussion about how to respond to an Active Shooter incident. One of the most useful ways to do so is to apply a behavior-based approach to involving employees in the early detection of, the appropriate response to, and effective recovery from an Active Shooter scenario. Address employee anxieties about the Active Shooter risk in a proactive manner, engage the workforce through effective behavior-based planning and training and invite every employee to be part of the solution. As Sandman said, “Action binds anxiety.” Get everyone involved. It is the only way.

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Fortunately, a tragedy was averted, but a significant dose of fear was successfully delivered to the workplace and the community.

It is important for employers to recognize that the antidote to fear is action. To successfully manage the impact of such events, it is necessary to address both the physical and emotional risks. Employers can effectively build upon solid, evidence-informed approaches to improve organizational resilience while enhancing their ability to manage the physical threat associated with terrorism by applying a two-part model.

In his 2002 book, “Fearless”, noted threat management expert Gavin deBecker points out that when faced with such threats, organizations often employ Type I interventions which reduce the physical threat but increase anxiety OR Type II interventions that reduce anxiety but do nothing to significantly reduce the real threat. Successful management of the complex challenges raised by terrorism requires a blended approach, addressing both physical and psychological issues.

Managing Complex Risks

In the wake of the 2001 anthrax attacks via the U.S. postal system, advice about how to detect suspicious letters and packages was widely disseminated. Given the events of last week, it is strongly recommended that this advice be revisited and revised. We offer the following three-step approach to addressing the physical and psychological risks related to letter and parcel bombs.

Step 1: Empower Individuals

Behavioral science research indicates that employers often attempt to downplay the seriousness of a threat as to not alarm or panic their employees. This research also suggests that such an approach is likely to backfire and leave employees feeling more vulnerable and less likely to engage in behaviors that enhance personal or organizational safety. The first step to managing a threat that is intended to create fear is to provide employees with clear, concise information about what the organization is doing and what individuals can do to reduce the actual risk of a parcel bomb.

Let employees know that:

• The organization has stepped up its surveillance and screening of incoming mail and other deliveries
• Mailroom personnel have been given additional training and resources to help them identify suspect deliveries
• The organization is monitoring the larger threat picture by participating in local briefings from police and other credible organizations and networks
• The safety and security of the workforce remains the highest priorities of the organization and its leaders.

If your organization is either not actively taking the actions recommended above, or not proactively communicating these points to your workforce, now is the time to start.

Step 2: Recognize a Threat

Successfully recognizing a threat requires a multi-level approach involving the organization and individual employees. The U.S. Postal Service and FBI have published useful instructions and images depicting the telltale characteristics of suspect letters and parcels that should raise concern.

Employees in the Mailroom should receive special instructions but in smaller organizations that lack a designated Mailroom or dedicated Mailroom staff, it is even more important that every employee be briefed on what to look out for.

To view are full size version of this image, click here

All employees should be familiar with the Indicators of a Suspicious Letter or Package.

These  include letters and packages that have:

• No return address
• Restrictive markings
• Rigid or bulky
• Strange odor
• Lopsided or uneven
• Excessive tape or string
• Misspelled words
• Addressed to title only
• Incorrect title
• Badly typed or written
• Possibly mailed from a foreign country
• Excessive postage

Step 3: Responding to a Suspect Delivery

At the organizational level, Mailroom personnel, as well as security and facilities professionals should know to:

• Isolate exposed persons to a designated area away from the substance and await further instruction.
• List the names of the persons in the immediate area of the mail or package.
• Shut down all HVAC (heating, ventilation, air conditioning) systems.
• Document the location of mail or package.
• Leave the mail or package where it was found. Do not disturb. Do not try to clean the substance.
• Immediately call 911
• Clear the immediate area of all persons and keep others away.
• Cordon off the immediate area.
• Instruct people to wash hands and other exposed skin with soap and water, if a wash station is in the immediate area

Every employee in all types of work settings should know the appropriate action steps if they receive and recognize a suspicious piece of mail or a suspect delivery. The do’s and don’ts of handling suspicious mail include:

Don’t

Open the letter or package

Shake or jostle the item

Examine or empty the contents

Do

Quickly leave the room.

Close the door

Alert supervisors and others in the area

Call 911

Shut down your HVAC (heating, ventilation and cooling) systems, if possible.

Consider whether you want to leave the facility until law enforcement professionals examine the item

Summary

Employee empowerment is a “force multiplier” for internal security and external law enforcement and first responders. It is important that everyone in the organization receive consistent messages about parcel bombs, suspicious letters and other threats. The core philosophy of this message must be that safety and security are shared obligations. Employers must make every effort to recognize and mitigate risks in their organizations, but employees must also be active participants in recognizing, reporting and responding within their scope to today’s challenges and the ongoing threat of terrorism. There is no easy answer. Terrorism, by design, is a complex problem that requires all of us to be part of the solution.

One of the ways to enable and empower employees is through awareness training and the introduction of technology.  XBRM offers the TeleCrisis™ product.  It includes standard protocols to assure people capture the right information about an event and communicate that information immediately through multiple technology channels that the treat exists.  Real-time communication, empowerment and enablement of people creates confidence in their ability to help and the organization they work for while multiplying the effectiveness of your security team.

XBRM is a unique behavioral risk consultancy focused in equal parts on physical and psychological consequence management. In light of the parcel bomb threat identified over the past days, XBRM offers these suggestions for addressing the risks and fears that have been rekindled by the latest terrorist attempts.

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A Binational Perspective
By: Mooli Lahad and Steven Crimando

This article discusses how the human impact of disasters is outpacing our ability to respond effectively using existing models, and the recent developments in behavioral sciences that are helping decision makers, emergency management leaders, and responders  to make more accurate assumptions about how people will respond across all four phases of the emergency management cycle (Integration→Mitigation→ Preparedness→Response).

Click here to read the Full Article

About the Authors:

Mooli Lahad, PhD is president of the Community Stress Prevention Center at Tel Hai Academic College in Kiryat Shmona, Israel.

Steven Crimando, MA, is Managing Director of Extreme Behavioral Risk Management, a division of AllSector Technology Group, Inc.

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Many organizations have invested significant time and money in planning but those plans may have very unrealistic assumptions, like relying on people to arrive or stay at work and operate at a reasonable productivity rate for a certain number of hours. Significant research indicates the following items will dramatically impact their performance and, therefore, an organization’s ability to respond and meet its recovery objectives:

• Perceived efficacy of individuals and their leaders to perform the response and recovery tasks required,
• Clarity of role,
• Perception of importance of role,
• Understanding of consequences of not performing tasks.

Our training is truly the tipping point between an effective response and recovery and one that simply cannot meet the recovery time objectives. XBRM Training and Education can improve your organization’s ability to respond to an incident or event by improving the effectiveness of your resources. In addition to standard curriculum, we also offer specialized training that improves a participant’s ability to accurately integrate critical human factors into policies, plans, procedures and exercises. The result is to more effectively reflect and mitigate the impact that negative emotional and behavioral reactions will have on your response and recovery.

We offer a comprehensive curriculum of on‐site or web‐based instructor led training and web‐based eLearning. Courses include workbooks, expert instruction and class certificates. Classes are organized into two basic categories: skill‐building (targeted towards responders) and awareness (targeted towards management) training. Instructor led training is available in full‐day or half‐day versions. We can also provide custom versions of our curriculum that is tailored to meet your organization or group’s specific needs and objectives.

Our courses are clustered for specific groups and/or audiences. Examples of clusters we offer are:

• Business Continuity Planners and Managers
• Emergency Responders
• Security Professionals
• Health Professionals & Health Emergency Responders
  

DRII (Disaster Recovery Institute International, which is the premier BCP certification board) has approved the XBRM’s eLearning programs for 2 Continuing Education Activity Points (CEAPs) each.

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XBRM provides professional services that include: development and audits of business continuity plans, table top exercises/tests and training and education that reduce your organization’s risk level by improving  it’s ability to respond to an incident or event. Click here to learn more about our: Products and Services; Click here to learn more about our: Training and Education

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Blending the Human Factor into Business Impact Analysis

Author: Steve Crimando and Marv Wainschel

Concerns about people and their contribution to the corporate bottom line do not fit neatly into recovery plans for operational failure. Still, the landscape of potential hazards has shifted dramatically over the past decade, ushering in a need to plan for novel and complex crisis scenarios wherein a focus on people cannot be avoided. Analyzing such crises as pandemics, dirty bombs, and economic meltdowns, and developing effective contingency plans for them requires new approaches to traditional hazard vulnerability assessment (HVA) and business impact analysis (BIA).

There is growing awareness in the scientific and professional communities, as well as within the U.S. Department of Homeland Security, that some hazards will leave facilities and systems largely unaffected but result in substantial behavioral disruption to the workforce and surrounding communities. Failure to accurately anticipate the behavioral consequences of these kinds of threat scenarios can render disaster plans ineffective and even jeopardize lives. Yet, in recovery plans for operational failure, little to no thought has been given to protecting a corporation’s primary asset during a crisis-its people.

Human-focused Crisis Scenarios

The recent H1N1 influenza outbreak, declared a Phase 6 pandemic by the World Health Organization in May-and arguably overblown by the media-showcased the impact of behavioral issues on business continuity. Even in an outbreak of what was considered a mild flu strain, school closings in many jurisdictions had immediate and profound ramifications for students and parents, ultimately impacting employers.

Parents unable to arrange child care on short notice found themselves homebound even though they and their children were healthy. The impact on hospitals and healthcare systems was also dramatic with a substantial surge of “worried well.” Public health emergencies, CBRN incidents, and other hazards that lack clear parameters are known to produce high numbers of psychological casualties often not factored into traditional BIA models.

Traditional BIA-What’s Missing?

Continuity professionals who focus on operational failure know that a BIA will yield acceptable downtimes for business processes, which, in turn, leads to the identification and quantification of recovery resources, including personnel resources over pre-defined recovery phases. Longer downtimes correspond to slower recovery of resources. Corporate recovery strategy addressing operational failure is based upon the need for such resources over time.

What’s missing? Pandemics, terrorist attacks, and civil strife fall outside the discipline of operational recovery, but require planning for mitigation. While such events are not in themselves operational failures, they can affect operations- and planning for mitigation is not so much about recovering resources as dealing with behavioral issues.

Chemical, biological, and radiological events are fraught with uncertainty and fear. Disease and radiation cannot be seen, felt, heard, or smelled. Pandemic fears are compounded by additional uncertainties: persistence (duration), recurrence (in waves), geography and speed of spread, as well as the change in virulence of the virus. In a June 24, 2009 Washington Post article, John Barry, author of The Great Influenza, cited the two most significant aspects contributing to impact: the virulence of the virus (over which we have no control) and interventions.

Corporate interventions include the establishment of employee assistance programs (EAPs), stocking of antiviral drugs, awareness and educational programs, increased hygiene, and social distancing. These mitigations can be costly, and the question a BIA can answer is, “How much is enough?” Current BIA protocols that address only operational failure do not answer this question, because the impact on personnel contributions is not a factor in the BIA.

While BIA protocols for operational recovery depend upon acceptable process downtimes, impacts to personnel contributions depend upon the human condition. Determination of acceptable downtimes is rooted in losses that have a lasting effect on customer service, financial position, corporate image, and the ability to meet legal and regulatory obligations. Traditionally, those four measurable exposure areas have been the central issues of business impact analysis. However, there is a fifth measurable area of exposure that can have a lasting effect on the corporate bottom line. That area is the potential

degradation of personnel contributions.

BIA Evolution Needed

It’s obvious that personnel contributions affect operational recovery, but what issues affect personnel contributions? How realistic can our strategies be for meeting recovery time objectives (RTOs) if the likelihood of people remaining or returning to work in various hazard scenarios is not fully anticipated? On a process and enterprise level, what long-term losses to personnel contributions will ensue if a company’s human factor mitigations are insufficient? Philosophical responses are barely helpful in quantifying solutions. Astute executives look for measurable indicators of impact. What could the business stand to lose if it didn’t protect and enable surviving personnel?

From a corporate welfare perspective, the humanitarian view of protecting people is not germane. It’s not the people; it’s the contribution they make to the organization. The distinction is non-trivial. People have characteristics like family, the need to survive, hunger, personalities, leadership abilities, skills, knowledge, the ability to operate under pressure, friends, experiences, hopes, etc. While the combination of those things supports their contributions to the firm, they are not the contribution. They are not what we need to measure in analyzing impact when things go awry.

To determine the need for human factor mitigation, what continuity professionals need is a tool that can reflects the downside of personnel contribution. The downside is more than “the lack of personnel contribution,” it includes obstruction to the corporate mission in the form of poor decisions, lowered morale, and the contagion of reduced productivity.

Business continuity professionals, take heed. The risks that lie ahead require a new approach to assessing and integrating the complexities of operational risk and human factors in a manner that go beyond today’s best practices. Evolving risks require further evolution of BIA models. Enhanced BIA featuring the seamless integration of a human impact audit or human factors assessment may represent the next generation of BIA. CI

___________________________________________________________

Steve Crimando is the Managing Director of XBRM, a company focused on the human factor in business continuity. He can be reached at steve@xbrm.com.

Marv Wainschel is the CEO of McWains Chelsea, a business resilience consulting firm. He can be reached at marv@mcwains.com.

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