Critical Incident Management

2003 ◽  
Author(s):  
Alan B. Sterneckert
Keyword(s):  
Critical Incident ◽  
Incident Management ◽  
Critical Incident Management

Resistance factors in critical incident management

1993 ◽  
Vol 3 ◽  
pp. 75-79
Author(s):  
Rosslyn Heinecke
Keyword(s):  
Child Protection ◽  
Social System ◽  
Critical Incident ◽  
Critical Incidents ◽  
Incident Management ◽  
Successful Implementation ◽  
Personality Variables ◽  
Resistance Factors ◽  
Critical Incident Management ◽  
Management Plans

This paper explores resistance and contextual variables which impinge on the successful implementation, adoption and management of critical incidents. Time constraints and uncertainty are two constant and overriding forces within the critical incident framework. These implicit pressures interact within different levels of the culture of the organisation, school or community. Two distinct yet interactive levels are discussed. They are the idiographic or personal domain, and the nomothetic or social system domain. The idiographic dimension includes personality variables as well as the role of the key stakeholders in critical incident management. The nomothetic dimension involves the organisation's social system, which has process variables and linkage mechanisms which need to be understood so that successful critical incident management can be ensured.Resistance, or refusal to comply, has been a common pervading and often intangible force in schools in relation to the management of critical incidents. My perception of this opposition to the design and implementation of critical incident management plans has been the driving force for me to think about reasons why this is so, to collect research and to write this paper.On a continuum, resistance and its opposite, acceptance, represent the endpoints of a critical incident management perspective. Opposition or resistance to a new idea, in this case, critical incident management, can be counteracted by guidance, knowledge and involvement. These are the principles of two well known models of problem solving: the Discount Hierarchy used in the NSW Child Protection Program (1988) and the Concerns Based Adoption Model (CBAM, Loucks etal., 1975).

Critical Incident Management and Geographically–Based Systems

2012 ◽  
pp. 62-67
Author(s):  
David W. Webb ◽  
David R. Hoffpauir
Keyword(s):  
Professional Development ◽  
United States ◽  
Critical Incident ◽  
Strong Dependence ◽  
The United States ◽  
Incident Management ◽  
Police Departments ◽  
Exciting Field ◽  
Critical Incident Management ◽  
Law Enforcement Management

In the United States there is a strong dependence on decentralized policing services, distributed by thousands of police departments. As a primary police professional development management institute in the United States, the Law Enforcement Management Institute of Texas (LEMIT) identified that there existed a paucity of management development opportunities for police command staff engaged in critical incident management. This paper describes how LEMIT met this challenge and became a leading U.S. institute in this exciting field of operation.

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