POTENCIAR

The 10-Phase Model For Managing Security, Risks & Crisis

Gerardo Andrés Moreno Yépez

• Verlag: ibukku, LLC
• Jahr: 2020
• ISBN:
  9781640866621
• Auflage: 1
• Thema: Betriebswirtschaft
• Thema: Personalmanagement

A POTENCIAR © model is a tool for everyone that allows us to visualize and achieve a better future, based on the management,

administration, and solution of the different types of problems, risks and crises that we face permanently in all life activities in individual, family, social, business, as a countries and humanity. The model integrates new elements for improvement and research of international management systems and some concepts and practices that we already use in some way but in an isolated, separate, and basic way.

The POTENCIAR © model allows us to avoid that the different types of crises show us their destructive phases that result in considerable economic damage, discomfort, disease, destruction and even loss of human lifes; in order to achieve well-being,

improvement, overcoming, continuity, innovation, and development in life.

The POTENCIAR © model helps to understand that the problem is not what is known as a crisis, but that the problem is its adequate and effective management, both before and after its destruction phases. The types of crisis do not appear or disappear, but are always there, showing the results of their adequate and inadequate management in the different phases in time. The model incorporates the concepts of risk and prevention as two of the ten phases, whose management is inefficient if these typologies are not made to pass through these ten management phases, with our intelligence, wisdom, will and the help of God.

We make the difference with intelligence and wisdom.

Potenciar International LLC, provides training, implementation and certification services in the Potenciar Management System all over the world.

Website: www.potenciarusa.com, e-mail: [email protected]; and our social media.

1. Introduction

We are all interested, or we should be interested in safety and how we can improve it in the different areas and activities of our lives.

The security and technical management of risks and crises must be managed at the micro and macro levels of society, such as individual, family, community, and national scope. We should all know and understand what is related to the technical management of risks and crises because we are interested or should be interested in the continuity of our own lives and the improvement and development of the private and public organizations that contribute to economic and social development in our countries. However, the question that we could initially formulate is, what do we do, and what can we do individually and collectively in a technical, systematic, scientific, and academic way to achieve these objectives of security, continuity, and development?

Every day we listen and read in news, newspapers, radio, magazines, words that have become part of everyday life such as crisis, risks, security, dangers. We can also observe and listen regularly situations of misfortune, accidents, disasters, situations of unrest and damage, with large losses of tangible and intangible, which involve economic losses, loss of image and even human lives; they are news and events that flood the spaces of the media in a wide and permanent form.

Accidents, risks, disasters, and emergencies are part of the day-to-day. Complaints and problems due to the economic situation in which we live, acts of corruption we hear, thefts, conflicts, and political issues, abuse of minors, and several others, are situations inherent in our own lives. These are types of crises that we experience all the time in their different forms of expression and phases of management.

With this global pandemic caused by Covid-19, we have been able to experience the impact of a typology of crisis worldwide, which has resulted in much damage and destruction, the loss of thousands of lives, and the paralysis of the economy worldwide. This is a typology of crisis that has revealed its devastating effects, and for which there has been little preparation worldwide, even until the date of publication of this book, there has been no world leadership to be able to handle it technically and adequately.

It is very necessary to understand that the most important thing is to find the cause of the creation of Covid-19, to take actions that again prevent the creation and spread of viruses like these worldwide; or other types of crisis that can have devastating effects worldwide. As with global warming, it is necessary to anticipate the devastating effects of these types of global crises.

Through time, we have listened to and observed permanent security recommendations in the media and the news. But what can we do to manage every time and with better techniques those situations of risks, crises, and security that are permanently in our lives? How can we do to handle, manage, and arrange those situations that threaten the continuity of our lives, activities, and the continuity of the operations of the organizations in which we live and work? I want to project ourselves to a better future, which will allow us to develop the best resources as individuals and social groups, as Ecuadorians, as Latin Americans, or North Americans, Europeans or Citizens from anywhere in the world. As citizens of the world, these are some of the questions that we should answer and recognize the process of crisis management within our lives.

Other questions we could ask are: what tools and techniques do we use consciously or unconsciously to manage or arrange the different types of hazards, risks, and crises that we live in day to day? Do we handle these techniques and tools consciously or unconsciously? What kind of support should we have to understand each time and in a better way, the situations that threaten our future and existence? Many aspects that we should question could be the beginning of a change in the security levels we experience.

Since 1997, it has been in my interest and subject of study the technical and scientific management of what in general terms we call crisis, risks, continuity, dangers, and security. With the passing of years, these words have become more prevalent in our lexicon, and they have become more generalized to all types of activity that we perform individually and collectively as a society. At that time, when my interest and motivation for technical risk and crisis management began, I worked in the pharmaceutical industry. This German company was considered as the leading company in Ecuador for its strong sales, innovative products, and fast-paced growth, which had developed incredibly in the country. Despite how large and powerful it might have seen at the time, the company was undergoing threatening situations and types of crises. Many of these inevident events predicted the loss of tangible and intangible assets and resources as a result of a flawed business problem-solving and management process, which was gradually leading the company to the high level of leadership and its privileged position in the pharmaceutical sector. There were unconscious defense mechanisms that prevented the highest executives from seeing the shortcomings in the decision-making process; a set of denials and rationalizations prevented seeing the types of crises the company was experiencing due to the absence of a proper management process in its different phases.

Formerly, it was highly problematic and practically impossible a technical management of risk and crisis management (focused on before they happen) to avoid losses of tangible and intangible resources since the senior executives could not understand the importance of an appropriate management procedure and did not visualize the importance of the scientific application of these new techniques and its effects on the continuity of operations. Nonetheless, shortly after this situation, the different types of crises in this multinational pharmaceutical corporation exhibited their destructive phases and the impact associated with the company losses. One of them was the departure of the main executives from the organization, including the general manager and senior managers. They felt ‘unnecessary’ the consideration and application of risk and crisis management techniques in the organization’s operations. These first-level executives did not visualize the sequence of the phases in the types of crises presented that the company experienced permanently over time, and the managerial and company risks that they had created.

Later, I joined an MBA Program – a master’s in business management. The academic curriculum did not address or included the topics of technical risk and crisis management in any way, and my objective was that these issues were known as an essential and strategic foundation of the executive or general management at all levels and in all types of organizations or businesses in both public and private sector.

By 2003, there was already an initial concern about the Occupational Health and Safety issue. It began to be given importance with some actions by organisms in Ecuador, such as the IESS (Ecuadorian Institute of Social Security) and the Ministry of Labor, along with the preparation of professionals and generation of master’s degrees in these academic areas. Nevertheless, currently, the concept that occupational safety and health risks are only types of crisis is still unclear, and there is the mistaken notion that safety revolves around the identification and assessment of risk to generate preventive measures. This is a flawed concept since, in this proposed management model, the concepts of risk and prevention are only two phases within the ten global phases of management (which are presented by the Potenciar Model). Hence, the crisis management process is incomplete if it only considers both concepts of risk and prevention, as it is an entire set of ten phrases that incorporate the right path of business problem-solving.

Since 1997, when I started preparing, researching, and consulting in this exciting field, the word risk and its techniques are used. They have become increasingly present at different levels of managerial and business procedures, as such is the case of occupational health and safety, and it is now present in several international management standards and their versions. Many years had to pass until the new version of the international standard ISO 9001:2015 incorporated the identification of risks in the processes of quality management systems. Similarly, there are standards related to risk and continuity, such as the case of ISO 22301 Business Continuity Standard, ISO 27001 Information Security Standard, and ISO 20000-1 IT Service Management Standard.

It is imperative to recognize the importance of risk and prevention and how both processes have been increasingly ‘used’ and put into practice; yet, they are not enough since they only cover two phases of the ten proposals in this model of risk and crisis management for continuity, innovation, and development. The presented management model is the result of observation, research, and application that I have made in this field, which considers the concepts of risk and prevention as part of something much broader and more global than is the technical management of the types of crisis.

1.1. Understanding A New Reality

The situations we currently experience in the 21st century are different from previous times of history, worldwide and in my original country Ecuador, at the regional and national levels. We live in a fast-paced constantly changing constant change prevails, technological innovations, globalization, regional integration, the development of new philosophical currents; the vertiginous development of communication, of social networks; It is also a time when great importance has been given to new international models and standards related to continuous improvement, quality, safety and health at work, continuity, information security, among other international standards; as well as a growing concern for the care of the environment. Now is also a time when there is a more significant concern for security, and technical management of the types of crisis that includes, as a phase of its management, the concept of risk.

All the countries of the world in general, because of the effects of this type of crisis related to Covid-19, should understand with the greater reason the importance of technical management of crisis types focused on them before they show their phases of destruction, because when they do it is very difficult to invent what to do. In the world, an increasing awareness must be generated that our future, as humanity, depends on increasingly technical management of those situations that can end our existence. We must not wait for the worst to happen and th...