Order and Chaos: Crisis Management and the Challenges of the Extreme and Rare Event
20 March 2013
Order and Chaos: Crisis Management and the Challenges of the Extreme and Rare Event

"Post-crisis, most organisations fall into one of three groups: those that collapse and are destroyed immediately; those that manage to hang on but never truly recover; and those that are able to regroup, and through a mixture of resilience, effective management/leadership and a strong underlying foundation are able to bring a level of robust flexibility that allows them not only to survive but thrive, taking advantage of the new opportunities that the crisis brings".

Crisis Management professionals, whether they are working within global corporations, individual agencies or at a national, regional or local government level, will undoubtedly have noted a series of recent events that have tested current CM methodologies to breaking point. In their size and scale of complexity, these situations transcend any traditional concept of crisis management frameworks or organisational jurisdictions. Whether it is the impact of a major Hurricane on a city such as New York; the power blackouts that affected 600 million people across northern India; the consequences of the Fukushima tsunami / earthquake that, within a few days, left Tokyo on the edge of being a city without food; volcanic activity in Iceland that disrupted international travel across Europe, or recent bank IT failures that left tens of thousands of people to survive purely on the money that they happened to be carrying at the time, the common factor that these real-time situations all shared was the rapidly escalating / cascading nature of the problems that they caused, and the complexity of the responses that they demanded.

Masterclass agenda



Coffee & Introductions



Unstructured Problems: Crisis Management and the Challenges of an Inter-Connected World

The increasing complexity, interconnectedness and inter-dependability of the various controlling frameworks that we are all entangled in means that both primary problems and secondary consequences are increasingly escalating beyond the scope of simple ‘solutions’ to rectify them . This session looks at the nature of those problems, how they can be identified, and offers an insight into the nature and scope of the challenges that they pose.



Coffee Break



Limitations of the Traditional Command & Control Response Management Structure

Traditional ‘Command and Control’ structures are almost exclusively rooted in a 19th century model of hierarchical control, with clearly delineated responsibilities, tightly-bounded decision-makers and a limited ability to create innovative responses in the face of real-time challenges. The officially-mandated ‘Incident Control System’ as set out by the US Federal Emergency Management Agency (FEMA) is only an extreme example of the centrality of the hierarchical control system to many emergency response agencies. This session look s at the strengths and weaknesses of a highly-delineated Command and Control structure, examines situations in which it might be appropriate, and then goes on to explore alternative modes of creating C&C capabilities within a rapidly evolving matrix of different response agencies and fast-mutating situations.



Networking Lunch



A New Language: Communication and Decision-Making Within Emergent Multi-Organisational Networks (EMON’s)

It is an accepted truism that the first thing to go wrong in any operation is communication, and more strictly, the transfer of complex information under pressure. Carl von Clausewitz coined the phrase ‘Fog of War’ in 1837 to describe the confusion within which military commanders operate, and it is even more apt today, despite, or perhaps because of, the vast array of communication platforms that we have available to us.
EMON’s (Emergent Multi-Organisational Networks) describes how increasingly complex command and communication chains develop. This session looks at some of the issues involved in working within multi-agency and multi-organisation environments, where specialised skill sets are highly dispersed and where any cohesive response option will require a high level of cooperation and collaboration, even amongst organisations that might not share a common organisational culture, structure or command process.



Afternoon Tea



Open Discussion

It is expected that all participants in this event will bring their own skills, experiences and insights to the table, and that there will be real value in sharing those experiences in a round-table discussion with other like-minded practitioners. Although the whole day will be run in an open and fully inter-active way, the last session will create a space where the participants can share their ideas, as well as identify significant points for future investigation.


Holiday Inn Kensington High Street

Wrights Lane, Kensington, London, W8 5SP, United Kingdom

A number of our clients have been approached by third party organisations offering to book hotel rooms. We would advise that you do not book through them as they are not representing the SMi Group. SMi Group books all hotel rooms directly. If you are approached by a third party organisation then please contact us before making any bookings. If you have already booked a hotel room using a third party organisation, we would highly recommend contacting the hotel you were booked into to ensure a booking has been made for you. We would also advise you to please check the terms and conditions of the booking carefully.


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Holiday Inn Kensington High Street

Wrights Lane
United Kingdom

Holiday Inn Kensington High Street



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CPD stands for Continuing Professional Development’. It is essentially a philosophy, which maintains that in order to be effective, learning should be organised and structured. The most common definition is:

‘A commitment to structured skills and knowledge enhancement for Personal or Professional competence’

CPD is a common requirement of individual membership with professional bodies and Institutes. Increasingly, employers also expect their staff to undertake regular CPD activities.

Undertaken over a period of time, CPD ensures that educational qualifications do not become obsolete, and allows for best practice and professional standards to be upheld.

CPD can be undertaken through a variety of learning activities including instructor led training courses, seminars and conferences, e:learning modules or structured reading.


There are approximately 470 institutes in the UK across all industry sectors, with a collective membership of circa 4 million professionals, and they all expect their members to undertake CPD.

For some institutes undertaking CPD is mandatory e.g. accountancy and law, and linked to a licence to practice, for others it’s obligatory. By ensuring that their members undertake CPD, the professional bodies seek to ensure that professional standards, legislative awareness and ethical practices are maintained.

CPD Schemes often run over the period of a year and the institutes generally provide online tools for their members to record and reflect on their CPD activities.


Professional bodies and Institutes CPD schemes are either structured as ‘Input’ or ‘Output’ based.

‘Input’ based schemes list a precise number of CPD hours that individuals must achieve within a given time period. These schemes can also use different ‘currencies’ such as points, merits, units or credits, where an individual must accumulate the number required. These currencies are usually based on time i.e. 1 CPD point = 1 hour of learning.

‘Output’ based schemes are learner centred. They require individuals to set learning goals that align to professional competencies, or personal development objectives. These schemes also list different ways to achieve the learning goals e.g. training courses, seminars or e:learning, which enables an individual to complete their CPD through their preferred mode of learning.

The majority of Input and Output based schemes actively encourage individuals to seek appropriate CPD activities independently.

As a formal provider of CPD certified activities, SAE Media Group can provide an indication of the learning benefit gained and the typical completion. However, it is ultimately the responsibility of the delegate to evaluate their learning, and record it correctly in line with their professional body’s or employers requirements.


Increasingly, international and emerging markets are ‘professionalising’ their workforces and looking to the UK to benchmark educational standards. The undertaking of CPD is now increasingly expected of any individual employed within today’s global marketplace.

CPD Certificates

We can provide a certificate for all our accredited events. To request a CPD certificate for a conference , workshop, master classes you have attended please email events@saemediagroup.com

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