Table of Contents

Speech of the authors 2
CHAPTER ONE: Introduction to Crisis Management 5
CHAPTER TWO: Crisis 13
CHAPTER THREE: Crisis Management 31
CHAPTER FORE: The Crisis Management Cycle 55
CHAPTER FIVE: 71
The role of media in crisis management and types of planning in it 71
CHAPTER SIX: 87
Crisis Management Strategies and Principles of Business Crisis 87
CHAPTER SEVEN: Review the Emergency Response Plan 113
CHAPTER EIGHT: Summary 125

Introduction to Crisis Management
Crisis is an inevitable reality in social life. Crises are inherently the bedrock of the formation of threats and opportunities that, depending on the type, severity and environmental scope of the crisis, can put the political system and governing authorities in difficult and dangerous situations. In times of crisis, news and information activities are so sensitive that everything is decisive: time, image, tone, literature and words. Therefore, what is of special sensitivity and importance in these situations is the management of critical situations and strategic management in critical situations.
Management that can deal with existing crises and their consequences with artistry and strategic intelligence, and implement a forward-looking approach. The type of approach, strategy and strategic orientation of the media also affect the performance of the media in crises. In other words, the degree of belief in each of the approaches and strategies determines the type of movement and orientation of the media in the crisis, and undoubtedly the production and dissemination of news is influenced by the view of media stakeholders and their strategies and approaches.
Crisis management was first introduced by McFamaro, and the topic of crisis management in natural disasters was first addressed in 1989 at the Eighth World Earthquake Conference in the United States by Dr. Frances Press.
Coombs (2010) argues that crisis management is “a set of factors designed to deal with crises and reduce real damage.” In day-to-day operations, leaders will benefit extensively from real-world experience in crisis management techniques and decision-making processes.
Crisis management is the opposite of classical management and different definitions have been offered. It is actually a set of research skills or processes that are used when unusual hazards or difficult situations occur.
According to the basics of crisis management science, planning should be done before turning an accident into a crisis as much as possible, but in relation to the corona epidemic, basic measures in the field of prevention in Iran after the disease turned into a biological crisis were considered.
The existence of crisis leadership is absolutely necessary to develop a systematic strategy in crisis management and to convince others in the organization in order to cooperate and collaborate, commitment and participation of senior managers.
The level of preparedness in crisis management should not be forgotten; Because the nature of the crisis is unpredictable and rare.
Responding quickly and accurately to humanitarian demands in the event of a natural disaster is an important issue that should always be considered in disaster management and relief management. Emergency response teams are the basis for the distribution of human resources and the conduct of search and rescue operations. In this regard, the level of education, work experience and skills of human resources play an important role in participating in emergency responses. Therefore, to increase skills and confidence, it is necessary to prepare for an emergency response in planning. Therefore, managers must have the necessary training and experience or knowledge to control emergencies and respond. Emergency response requires multidisciplinary information and knowledge, and culture building has received considerable attention in the field of emergency response; Because culture improves the emergency response. Citizens’ interaction with each other and with local managers is also important to strengthen crisis management. This online interaction (social media) encourages citizens’ social behaviors in interactive conversations. Therefore, managers should be aware of the impact of online collective behavior resulting from the disseminated information in order to achieve a high level of citizen participation to improve the response to the disaster at the national level and on social media.
Some researchers consider crisis management to be an important part of the strategic management process and believe that the organization must ensure the survival and continuity of its business before it can strive to achieve its goals.
Sener (2012) divides the macro environment of the organization in terms of change and uncertainty into three types: 1. Environmental dynamics 2. Environmental complexity and 3. Environmental psychology and states that managers’ inference from environmental changes in their strategic orientation It is effective.
Crisis management is one of the most important issues in recent years. Crises are part of business satisfaction, and it is impossible to eliminate all the crises that threaten the organization.
Pollard and Hoto (2006) argue that in order for organizations to move from defensive to crisis (crisis response) to crisis preparedness (proactive status), they must be able to integrate the strategic management process and the crisis management process. . They also suggest that organizations present their strategic plans after managers identify potential causes of the crisis.
Some other researchers consider crisis management as part of the activities of media organizations and consider the organization’s public relations as an internal and external media in times of crisis, and a discussion entitled Crisis Communication Management and the role of the media. At different stages of the life cycle, crises arise.
Ritchie (2004) also emphasizes the need for a proactive approach to crisis, arguing that organizations should seek to answer the question of when, what kind of crisis occurs and how to be prepared for it and Reacted appropriately? In his model, crisis management includes three main stages: 1. Prevention and planning; 2. implementation; 3. Evaluation and feedback are provided.
The only thing that is clear in the business world today is that managers must be prepared for uncertainty. Crises are unfortunate events that can cause the organization to decline. The events of 9/11 showed that we can never be comfortable. In critical situations, narcissism and self-satisfaction can not help managers make effective decisions, but only confuse them. Managers who fail to identify the crisis and have no plans for it will face serious difficulties during the crisis.
Step 1: Dealing with the Crisis: Facing the crisis is taking whatever action is necessary to reduce the damage caused by the crisis. Some organizations have already developed a crisis management plan that allows managers to respond favorably. Organizations that do not do so are likely to suffer more losses because their managers have not developed a crisis management plan.
For example, in the event of a product deteriorating, a crisis management program may provide very good procedures for recalling defective goods and communicating with customers, employees, agents and other stakeholders. Therefore, without enjoying the benefits of a crisis management program, managers will face many challenges in the crisis management process. They also have to endure a lot of emotional and physical stress. It is not true to say that a crisis management program will solve all the problems, but in most cases, dealing with a crisis with the help of a crisis management program will make the pressure at least bearable. Obviously, in any case, an organization (whether it has a crisis management plan or not), if it has a crisis, will not have a way out of it.
The managers of the organization must face the crisis and overcome it. They should measure the level of support of the people as well as the valuable assets of the organization, including intangible assets such as good faith and the mental image of the organization. Most importantly, they must respond to the crisis with courage, strong will and commitment, sobriety and perseverance. Good crisis management can greatly facilitate crisis management and risk relief. Unfortunately, poor executives may not understand the crisis well and put their organizations at greater risk. An example of this is the 1999 Coca-Cola crisis in Belgium.
Step 2: Rethink: After examining a crisis by dealing with it, managers need a break (rejuvenation) to compensate for the mental fatigue caused by this pressure. But this break should not be too long. This break is an opportunity for managers to find the most appropriate answers to the following questions:
1. What happened and how did it happen?
2. What is the cause of this incident?
3. Why did it happen this way?
Rethinking is not finding the culprit or the scourge. In terms of learning, rethinking actually refers to understanding past mistakes and compassionately finding a better way to avoid repeating mistakes in the future. Crisis damage must be thoroughly assessed to determine its significance and negative impact on the organization.
Often such assessments can provide important lessons about the consequences of ignoring crisis management. In an organization where a crisis management program is implemented in response to a crisis, rethinking means taking a deep look at the crisis management program to re-test its effectiveness. Areas of vulnerability that may have been ostensibly addressed or not completely eliminated can be identified in the crisis management program.
By addressing these issues, rethinking provides the basis for the efforts needed to strengthen organizational capacity to learn and prevent crisis.
Step 3: Renewal Program: If managers do not believe in the principle of continuous improvement, rethinking draws their attention to the method of organizational preparedness for crisis. Therefore, after rethinking, the modernization of methods is done as the next logical step. If a crisis management program is not available, it should definitely be added to the management toolbox. Some staunch opponents in the organization may insist on introducing a formal crisis management program before the crisis. The aftermath of the crisis and the evidence for its devastating effects provide great power to persuade managers to turn opponents of the crisis management program into proponents. On the other hand, if a crisis management plan already exists, it should be reviewed to take into account lessons learned from completed crises. The crisis management plan needs to be updated, and changes must be made immediately known to all employees involved in the organization’s crisis management plan. The methods modernization program requires managers and their colleagues who have a common idea of continuous improvement to play the role of advocates of change. If managers play this role well, and provide the cooperation of like-minded people and other colleagues (opponents), positive changes will be made, and as a result of these positive changes, the organization will become stronger and less vulnerable.
Step 4: Feeling Crisis: The main purpose of feeling is to find the early signs of the danger of a potential crisis. In fact, this stage is monitoring the internal and external environments of an organization. Analyzing strengths and weaknesses, opportunities and threats will help to scrutinize the public environment and identify warning trends that may threaten the organization. If managers are vigilant, there is a good chance that they will be able to identify the signs of a crisis. Although predicting a crisis is not an exact science, it should be considered as an essential part of an organization’s crisis planning. Feeling plays an important role in more accurately predicting the crisis because managers need to keep their eyes and ears well open and therefore increase the likelihood of feeling the early signs of a crisis.
In addition, managers can use two other methods to increase success in feeling the crisis. In the first method, they may want to implement the walking technique. This allows for closer contact with other people in the organization. Talking and listening to subordinates and co-workers, especially those who work on the front lines (such as sales staff), provide managers with more and better ideas about the various crisis scenarios that the organization may face.
The second valuable method is network work. As managers become more involved and more collaborative, they can reap the benefits of having more access to valuable information. Networking work expands a manager’s external contacts and increases the likelihood of successfully exploiting critical sources of crisis-related information that might not otherwise be considered.
Step 5: Intervention and Action: Feeling and understanding the signs of the crisis may force managers to intervene when the early signs of danger are so obvious that they cannot be ignored. It is important for managers to re-examine these symptoms, consult with experts, and evaluate all risk factors to ensure that these symptoms cannot lead to a crisis.
Obviously, the ability of managers to perceive and analyze in achieving their final result is very important. Once managers are convinced that the intervention is the right approach, they must implement their intervention strategy quickly and in a timely manner. The best strategy is to prevent the growth of a potential crisis and to curb it radically.
A recent example of an effective intervention strategy is Singapore’s use of quarantine to control the 2003 severe respiratory syndrome epidemic. When senior government officials in Singapore saw the catastrophic effects of the SARS virus on the country’s economy, they made an extraordinary decision to quarantine hundreds of people believed to have been exposed to the virus. This bold move showed that the right step had been taken, so that Singapore was soon removed from the World Health Organization’s list of SARS-infected areas.
If crises are not contained, even though they are in the early stages of formation, they tend to develop and increase to such an extent that they become uncontrollable and deadly. Intervention is certainly a difficult step in crisis management. Although intervention is a necessary step, if managers want to save their organizations quickly from the trap of an expanding crisis, they will essentially need more resources to overcome it.
Step 6: Discovering Your Purpose There are many steps you can take to begin the process of preparation for mediation. When nothing can be done to stop the flood, a flood is on its way and sandbags may be the only way to protect homes and prevent destruction. Also, when interventionist measures are not able to control an initial crisis, all the facilities of the organization should be used as a last resort.
An organization that has a crisis management plan implements its plan and puts all members of the crisis management team on full alert. All support resources, including personnel and equipment, must be on standby.

Crisis
What is the exact definition of a crisis?
The Greek root of the crisis, krisis means a turning point in the disease. The semantic analysis of the word crisis conveys the breadth of its meaning. A crisis is a situation in which the order of the main system or parts of it disrupts the subsystems and disrupts its stability; In other words, a crisis is an accident that occurs suddenly due to natural and human events and actions, causing hardship and damage to a human community or community, and eliminating the need for emergency measures and operations. And it has wonderful.
Crisis is a universal term to describe any disorder. Whenever a phenomenon does not occur in a regular, normal and predictable manner, a state of disorder arises, or order is disturbed, or an abnormal state occurs, or when the performance of the system is weak and an immediate decision is necessary. There is talk of a crisis.
Crises have always been a part of business, but changes in the workplace today, when it comes to crisis management, increase the barrier.
Support and logistics is one of the most important dimensions in the health system response to the crisis in the event of a malfunction.
This role of the whole crisis management process will be problematic. Crisis logistics encompasses all processes of estimating, supplying, transporting, maintaining and distributing goods, equipment and services to victims and relief teams.
The economic, social and cultural development plans of the Islamic Republic of Iran are defined as a series of medium-term programs that are prepared in five years by the government of the time and are approved by the Islamic Consultative Assembly. Maintaining and promoting the level of community health is a prerequisite for any movement and action in economic and social planning.
One of the most important and key issues in the third millennium is the issue of health and the teaching of effective health is one of the most central issues of the World Health Organization.
Crisis is, in fact, a great and special psychosocial stressors that shatters the conventional notions of life and social reactions and creates new threats, dangers, dangers and needs with life and financial damage.
As a result, the crisis can be defined as follows:
An accident that occurs naturally or by humans, suddenly or increasingly, and imposes hardships and hardships on human society in such a way that fundamental and extraordinary measures are needed to eliminate them.
Effects and characteristics of the crisis: In general, the effects and characteristics of the crisis can be classified into the following three sections:
A. World level.
B – National level.
A) Natural disasters:
B) Unnatural events (man-made)
Sudden: Like a flood – an earthquake – a storm – a volcano – a landslide
Long-term: like epidemic – drought – famine
Types of accidents and crises:
Sudden: like construction accidents – accidents – explosions – fires
Long-term: such as civil strife and social unrest – war
What are the characteristics of a crisis?
Crisis is generally unpredictable (meaning it is impossible to predict when and where it will occur).
Crises have devastating effects, and people who did not need help before the crisis need help as soon as the crisis occurs.
They have a long and depreciating nature and effects.
In a critical situation, decisions are usually made under extreme circumstances and in a limited time and the information required by decision makers is incomplete.
It limits the time available for pre-transfer response and surprises the members of the decision-making unit.
Time constraints, surprises, stress and information distortion.
Twelve characteristics have been described by Weinroo Kahn that help to better understand the crisis:
1. Crisis is usually a turning point in a series of events and operations;
2. A situation in which the need for decision and action in the minds of designers and stakeholders is very high;
3. The crisis is a real threat to the goals and objectives of the actors involved;
4. The crisis has important consequences, the consequences of which determine the future of relations between the parties involved;
5. The crisis is born of the interaction of a number of events, the combination of which creates new conditions;
6. A stage in which skepticism about the status quo and ways to contain it increases;
7. Crisis is a time stage with a situation in which the control of events and their impact is reduced;
8. Crisis is an emergency situation in which the anxiety of decision makers increases;
9. In a critical situation, the knowledge and information required by decision makers is usually incomplete;
10. In a critical situation, time factors act against the factors involved;
11. In a crisis, the relationships between factors change;
12. In the critical situation, the tension between the factors increases.
Miller and Isco Eyes describe the characteristics of crises based on psychological and sociological studies as follows:
• It is a critical, short-term and acute condition over a long period of time, although its duration is always unknown.
• Crisis causes behavior that is often pathological, such as feelings of inadequacy
• The crisis threatens the goals of the parties and the organizations involved.
• Crisis causes physical and psychological stress along with anxiety and worry.
• Crisis is relative, what counts as a crisis for one group or individual may not be a crisis for the other.
Crisis has many definitions in various aspects, but according to many experts, crisis is any incident with a state of emergency and in any country that occurs, it upsets that country and to resolve it. The need for emergency measures is fundamental and extraordinary.
In general, it can be concluded that a crisis is a disorder that threatens the system in terms of surface, the whole system and in terms of physical or symbolic type. Thus, crises may arise in society in two ways; One is the crisis when the whole system is materially and physically affected and its life is endangered, and the second is that the system is symbolically in crisis in terms of issues of credibility and social status, and has been plunged into the abyss. The crisis shakes the survival and legitimacy of society and causes its collapse or fundamental change. In various fields of political science, the concept of crisis has been used with various meanings such as distress, panic, catastrophe, tragedy, potential and actual violence, or as a turning point in decision making.
Crisis stages
In addition to considering the crisis management principles program, it is important to understand and be aware of the various stages of the crisis. These steps occur during a crisis and help determine how you should respond to the situation at different times. You need to make sure that all crisis management programs are implemented before they are implemented in a real crisis.
1. Warning
Although you can not always predict the timing of a crisis, there are often signs that you can look for as a warning. These warning signs can be related to a wide range of factors such as employee behavior or weather patterns or company finances.
2. Risk assessment
The risk assessment phase begins immediately after the crisis begins, and the company’s employees begin assessing the impact of the crisis on your business, employees and customers. At this stage, the possible consequences of the crisis and the damages and problems caused by it are discussed. In this way, everyone involved is prepared for the worst case scenario.
3. Reaction
Once you have reviewed the crisis risk, you and your team can decide which crisis management plan you want to implement in the organization. Then everyone involved, including staff and customers and, if necessary, emergency response teams, can be informed of the situation. The response phase involves a lot of communication to both be aware of the crisis and to take various steps to manage and reduce it.
4. Management
The next stage is the management stage. This is when people in crisis want to work on program management and its immediate effects and any new or worse effects. This step includes the same type of open communication that you used in the response phase to make sure all employees, customers and stakeholders are satisfied with the job situation.
5. Crisis resolution
At this stage, the people involved in crisis resolution had to perform certain tasks. The crisis must be tightly controlled at this point when all the plans and actions needed to get your job back to normal begin.
6. Correction
After the resolution and recovery phase, your resolution plans are running smoothly and your business is back to normal. This step includes getting all employees back to their day-to-day work and ensuring that customers re-engage with the company.
It is also important to analyze the results of the Crisis Management Principles Program in the reform phase. This way you can determine how you feel about the management situation and how you want to avoid another similar situation in the future. To help with your crisis management plan, you can determine if hiring or working with a crisis management team is the best option for your company.
Crisis has many different definitions. According to our definition, a crisis is “a serious threat that, if not managed intelligently, will have dire consequences for organizational operations.” Crises are usually:
• Threaten public security;
• have financial losses;
• They discredit the organization.
Some crises, such as industrial accidents and crop damage, result in injury or death. Other crises can have disastrous consequences, such as stock market losses or lawsuits, by disrupting organizational operations. Also, all crises pose serious threats to the credibility of the crisis organization. Any crisis can have negative effects and reduce the credibility of the organization to some extent. Taken together, these three threats are interrelated, meaning that injury or death from a crisis will lead to financial loss and discredit, and discredit itself will not be without financial loss.
Crisis management will be effective if the organization can neutralize these threats in the same way (public safety, financial loss, and discredit). Ensuring public safety should be at the forefront of crisis resolution measures, as the damage caused by the crisis will intensify if public safety is not ensured. Financial and credit issues should only be addressed after providing public security. In general, crisis management should be such that the organization and its stakeholders are protected against these threats and the effectiveness of each threat is minimized. In other words, crisis management is a process that is expected to reduce or prevent potential crisis damage to the organization and its stakeholders. Crisis management as a process consists of three stages:
1. Pre-crisis stage;
2. Crisis response phase;
3. Post-crisis phase.
The pre-crisis stage is dedicated to crisis prevention and preparedness to deal with it. The crisis response phase is exactly when managers must deal with the crisis. In the post-crisis phase, managers must look for ways to deal with subsequent crises, as well as fulfilling the commitments they made during the crisis, such as information retrieval. In the following, join us to discuss these three steps in a little more detail.