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Originally posted by LoganCale
This is an interesting article regarding Peter Power. news.bbc.co.uk...
Regarding the interview, the audio file certainly sounds authentic. So the next question would be, is Peter Power trustworthy?
Originally posted by Rit
A civilian who seen the smoke and darkness that was created to deceive him from his own government.
Relevance of that article having anything to do with this thread?
Originally posted by CPYKOmega
People who don't like alex jones please try and prove him wrong just once and I will never go to his site again. He is by far the most credible source I trust nowadays. Seeing as most of the media distorts the truth anyways to fit their own biased views. (FOX, CNN)
911 a road to tyranny is by far one of the best documentries I have seen.
Originally posted by CPYKOmega
People who don't like alex jones please try and prove him wrong just once and I will never go to his site again. He is by far the most credible source I trust nowadays. Seeing as most of the media distorts the truth anyways to fit their own biased views. (FOX, CNN)
911 a road to tyranny is by far one of the best documentries I have seen.
I happened to have beside me half my police uniform - for some reason I was taking it home - so I put this on.
For example, can you always be certain that you know a crisis is unfolding?
The key is to recognise a crisis when it happens, rather than pretend that it will not exist. That is why training is important for people likely to make crucial decisions in rapid time - especially when the consequences might effect you directly.
This takes us into the especially fascinating area of Crisis Management which has become one of the most important services (understanding / learning / coaching) that my company regularly supplies to organizations ranging from the 7th largest in the USA, to the Departments of UK Government (after the events of 11 September 2001, even more so).
The key to this is to approach any crisis as an abrupt audit, rather than the end of the world. Moreover, to also approach this in the knowledge that you will be in the media spotlight and as a result the market will revalue you - up or down. Many companies have undoubtedly risen to this sudden challenge and have as a result, actually gained in value and market share, while others collapsed at the first hurdle.
After every crisis there surfaces in the press some obscure intelligence report or analyst purporting to have predicted it, only to have been foolishly ignored by the policy makers. What these claims omit to mention is that when warnings become too routine they lose all significance: when reports are not called specially to the attention of the leadership they are lost in the bureaucratic background noise." Henry Kissinger. 1971
Sometimes when we are saturated with information even the most strident warning cries are not always heard, or if they are, they are not understood.
It has been said that a crisis is virtue's opportunity, as well as being a rather unscheduled and sudden test of corporate integrity. Recent research at Oxford University (Rory Knight / Deborah Pretty 1997) has, for the first time, accurately demonstrated that a crisis, well handled, should result in increased share value in the mid to long term - normally after trading day 50 following an incident.
This suggests that the incident is in fact less important than your ability to deal with it. These events become, therefore, abrupt organisational audits that will re-value the organisation as either sinking or swimming.
When analysed, many crises are not sudden and can actually become catalysts for successful restructuring. Opportunities to demonstrate virtue, integrity and resilience, can be productive assuming, that is, your response has been tested in advance and is flexible and designed for crisis limitation, rather than assuming total disaster.
Protecting and enhancing Reputation, Image and Brand
- Responding proactively
- Moving all this out of the box marked ‘grudge’ purchase
Testing and exercising - the value of preparing in advance
- Rehearsing in advance rather than realising problems too late
- Carrying out your own test, using good examples
The role of Facilities in preventing chaos in a crisis
- How to adopt, adapt and implement the true rule of an FM
- Why FMs are often able to think at the speed of the crisis as opposed to the speed of the organisation
All this does beg the question about our attitude towards risk and especially terrorism (and did you see the 'Dirty Bomb' drama on BBC a few days ago?). Are we right to move comparatively slowly and be reactive rather than pro-active? Should we abandon ancient custom and tradition mixed with a bit of luck and retrospective nostalgia in favour of a modern and more vigilant response? Perhaps it’s time to pause and reflect on two comments made years apart, but very relevant today. Thomas Jefferson (3rd President of the USA) believed that “the price of freedom was eternal vigilance”. The IRA after the 1984 Brighton bomb stated, “we only have to be lucky once. You have to be lucky all the time”………