This Article Full Text (PDF) All Versions of this Article: 1523422308316456v1 10/3/397    most recent References Alert me when this article is cited Alert me if a correction is posted Citation Map Services Email this article to a friend Similar articles in this journal Alert me to new issues of the journal Add to Saved Citations Download to citation manager Request Permissions Request Reprints Add to My Marked Citations Citing Articles Citing Articles via HighWire Citing Articles via Google Scholar Citing Articles via Scopus Google Scholar Articles by Moats, J. B. Articles by Dooley, L. M. Search for Related Content Social Bookmarking                         What's this?

Using Scenarios to Develop Crisis Managers: Applications of Scenario Planning and Scenario-Based Training

Texas Engineering Extension Service (TEEX)

Thomas J. Chermack

Colorado State University in the Organizational Performance and Change Program

Larry M. Dooley

Human Resource Development Program in the Department of Educational Administration and Human Resource Development at Texas A&M University

The problem and the solution. Since the events of September 11, 2001, and Hurricane Katrina during the summer of 2005, the words crisis and disaster evoke images of families stranded on causeways turned islands, surrounded by what little property they could carry; houses smashed by killing winds; and skyscrapers crumbling out of the sky. Disastrous events, such as fires, tornadoes, hurricanes, terrorist incidents, and chemical spills, cause the loss of resources, destruction of property, financial hardship, and death. During these events, local, state, and federal governments commit large numbers of resources, time, and money to mitigate the consequences of the disaster.To manage the response to these events, leaders of public safety organizations and agencies such as fire and police departments, emergency medical services, and health-care organizations, public works departments, private industry, and nongovernmental organizations (NGOs) descend on the disaster site.These leaders are required to make high consequence decisions with incomplete or inaccurate information, ill-defined goals, and the pressures of time and a constantly changing situation by drawing on their training and experience. This article positions scenario planning and scenario-based training as two cutting-edge methods for organizational leaders to understand better their environments so as to avoid disastrous events and to put in place efficient and effective plans for coping if disaster should strike.

Key Words: crisis management • scenario planning • scenario-based training

This version was published on June 1, 2008

Advances in Developing Human Resources, Vol. 10, No. 3, 397-424 (2008)
DOI: 10.1177/1523422308316456


CiteULike    Complore    Connotea    Del.icio.us    Digg    Reddit    Technorati    Twitter    What's this?

This article has been cited by other articles:

				Jia Wang, H. M. Hutchins, and T. N. Garavan Exploring the Strategic Role of Human Resource Development in Organizational Crisis Management Human Resource Development Review, March 1, 2009; 8(1): 22 - 53. [Abstract] [PDF]