Why would anyone go to all the trouble of setting up their incident management team, assigning roles and responsibilities, briefing the team members, writing and rehearsing plans and then, when an incident occurs which has the potential to escalate into a crisis, ignore the fact that the incident management team exists?
Well, for some reason, this is precisely what a lot of organisations do! In many cases the incident management team either don’t convene at all, or only get together when the situation has become so bad that they are constantly on the back foot, reacting to rather than proactively managing the incident.
The problem is often the fact that sound escalation procedures don’t exist or, worse, that the incident management team see themselves as something akin to the cavalry, charging in to save the day when the situation is almost hopeless!
But wouldn’t it be better if they came together earlier, to assess the situation calmly and plan the response rationally? And if the incident doesn’t then escalate to epic proportions, then so what?
They can always stand down. But if it does, there’s more chance that they’ll be ready for it and the chances of recovery are likely to be higher.
So if they’re there, why not use them. If nothing else, it’s good practice for them…and practice makes perfect doesn’t it?