Risk, Crisis and Security Management

This book has two aims.  First, to consider how risk, crisis and security, may be linked in an organisational context.  Second, to review the role of, simulation and gaming in responding to these phenomena.  Historically, risk has been an established concept of academic interest for some time in both the pure and social sciences. Risk however, remains a subject of intense social and political controversy.  How we manage risk appears to dominate every debate from providing social services such as health, transport and public safety to the regulation of corporate activity.  Debates about the theory and practice of security management are less developed.  This book will inform the debate by considering the relationships between risk and security.

Aims and Objectives ix 1 The New Totems 1 2 Theories of Risk and Organizational Failure 13 3 Security: The New Corporate Totem 49 4 Crisis 73 5 Business Continuity Management 85 6 Using Simulations and Games for Crisis Management 113 7 The Management of Risk, Crisis and Security 151 Appendix: Four Very Different Case Studies 161 Case study 1 – 11 September 2001 161 Case study 2 – Business continuity training at a bank 164 Case study 3 – The King’s Cross underground fire 183 Case study 4 – City University’s recovery from fire 203 References 209 Index 235