In mid-July, there was a flood disaster in the west of Germany after heavy storms, which not only tragically cost numerous lives but also brought to light some elementary weaknesses in German disaster control. Germany is probably only a representative example of a general weakness in communication chains and leadership control.
In my last logbook, we dealt with the topics of crisis management and recovery, i.e. rather with the re-active measures in the event of a disruption. Today my logbook is about the pro-active aspects of a functioning safety management.
An atmosphere of trust where employees are encouraged (even rewarded) to provide important safety-related information, but where it is also clear where to draw the line between acceptable and unacceptable behaviour.
The world is in a state of emergency – and has been for a year. Reason enough to ask more precisely what this actually means for the future of crisis management and the experts who have been dealing with this topic for years.
In her last post, Kerstin Mumenthaler dealtwith crisis management. Your current column is about recovery - and why after the crisis is always before the crisis. Share your experience - this phrase is actually lived in the airline world, even...
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