[November 17, 2011, New York, NY] –Since the political protests, now known as the “Arab Spring”, XBRM has been increasingly called upon by organizations and law enforcement officials to provide insight into human behavior in group, crowd and mob situations, and help leaders and decision-makers develop strategies to reduce risks and address safety concerns for facilities and employees who may become caught up in such protests and acts of civil unrest.
[September 9, 2011, New York, NY] — 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.
[June 13, 2011 - Newsday.com] – Steven Crimando, Managing Director of XBRM, spoke at AlliedBarton’s Workplace Violence Prevention seminar focusing on “The Evolving Workplace Violence Threat: Strategies for Effective Deterrence, Response and Recovery”. Read this article written by Patricia Kitchen of Newsday.com
[June 7, 2011 - New York, NY] – As September 11th, 2011 approaches, the leaders of law enforcement and security organizations should begin to anticipate the potential emotional and behavioral effects of the anniversary on personnel, especially those with direct 9/11 experiences and exposures. Attention to this anniversary by the public and the media is likely to be more intense than in prior years, and a flood of stories and images related to the catastrophic attacks will undoubtedly stir up strong emotions for anyone even remotely associated with the attacks.
[February 11, 2011 - New York, NY] – 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.
[January 2011 - New York, NY]—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.
[November 2, 2010] – 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 building organizational resilience while enhancing their ability to manage the physical threat associated with terrorism by applying a two-part model.
[Summer/Fall 2010 - Journal of Jewish Communal Service, Volume 85, Nos. 2/3]– Our global risk profile is rapidly changing. Clearly there will be more disasters and more people affected by them. Add to this the speed and sophistication of our technological advances, as well as the ever evolving nature of terrorism, and the new challenges in disaster management and humanitarian care become even more apparent. We are entering or are already in the early stages of a new era in disasters, presenting new challenges and requiring a fresh look at ways to mitigate their impact.
[August 24, 2010 - New York, NY]-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.
[July/August 2009 - Continuity Insights]–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.
