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Emergency Managment
Emergency Management

One of the most difficult aspects of developing effective security, emergency, risk and crisis management policies, plans, procedures and exercises, is accurately anticipating human behavior under extreme or threatening circumstances. Planning and exercising around flawed behavioral assumptions can seriously compromise real-time crisis response and recovery efforts, and lead to actions that are ineffective, inappropriate and in some instances, dangerous.


BSA's behavioral-based emergency management training programs provide information and skills to help leaders and decision-makers form more accurate behavioral assumptions to guide their efforts in crisis prevention, resopnse and recovery.


“CODE RED”, is an awareness level program intended for anyone involved in the various phases of emergency management, security or business continuity planning. The program addresses both the emotional and behavioral responses to disasters, violent incidents and public health emergencies, and introduces strategies and techniques for managing the individual and organizational impact of crisis events.



  • Impact of disasters, terrorism and other violent events on individuals and organizations

  • Three types of behavioral responses to disasters and emergencies

  • Typical and atypical emergency stress reactions

  • Phases of individual, community and organizational response to crisis events

  • Rapid assessment and triage of trauma-exposed individual

  • Developing effective behavioral countermeasures

  • Elements of effective psychosocial support and intervention



Emergency and disaster policies, plans and exercises must be based on what people are most likely to do in crisis conditions. An incomplete or inaccurate understanding of human behavior in critical incidents can complicate and compromise crisis response and recovery efforts. “Psychologically Informed Emergency Preparedness and Response” (PIEPR) is an awareness level course for emergency managers, law enforcement and security executives, as well as other decision makers who have a responsibility to understand and stay current with behavioral research. This program introduces must-know information to help leaders form accurate behavioral assumptions to guide plans and policies, emergency response protocols, drills and exercises. 




  • Myths and facts about disaster-related human behavior

  • Current research about human behavior in disasters and emergencies

  • Applying a tactical psychology approach: Using clinical information for its operational value

  • Integrating human factors into policies, plans and exercises

  • Crafting behaviorally accurate drills and exercises





The true tool of the terrorist is not chemical, biological or radiological…it is psychological. Terror is fear, and terrorists seek to create and manipulate levels of fear to achieve their strategic goals. Acts of unconventional terrorism, using chemical, biological, radiological and nuclear materials, can result in unique and complex medical and psychological consequences. To develop effective countermeasures and strategies for consequence management, planners must be fully aware of the powerful psychological effects of these exotic hazards. 




  • The strategic use of CBRNE agents in terrorism

  • Psychological reactions to acts of conventional and unconventional terrorism

  • Terror-producing aspects of CBRNE events

  • Behavioral and cognitive responses to CBRNE agents

  • Group,crowd and mob behavior in CBRNE incidents

  • Short-and long-term mental health implications

  • Behavioral countermeasures and consequence management


*CBRNE = Chemical, Biological, Radiological, Nuclear, Explosive




Violence, disasters and other crisis events can expose an organization, its employees or students, customers and guests, to serious danger. In addition to the risk of physical and psychological harm, crises can pose a serious threat to the organization’s brand and public image. Protecting an organization’s people, property and reputation can only be done through thoughtful planning, training and exercising all facets of the organization’s crisis management apparatus, including the communications team. “Behavioral Based Risk and Crisis Communications” is a hands-on, skill-building training program designed for communications department or public affairs team members, addressing the basics of crisis management, the roles of the crisis team and communications team, crisis communications team development, key concepts in disaster human factors, and message development. 

The program uses lecture, small group discussion, exercises, case examples and video vignettes. Participants develop basic crisis communications competencies and can apply this knowledge immediately upon completing the program.



  • Definitions and phases of crisis events

  • Differentiating between crisis and risk communications

  • Disaster/Crisis Human Factors

  • The role and responsibility of the crisis communications team

  • Internal and external crisis communications priorities

  • The “Three T’s” model of crisis communications triage 

  • Crafting effective crisis and risk messages

  • Crisis leadership and spokesperson skills



Based on the model developed by the Gulf States Regional Center for Public Safety Innovations (GSRCPI) to keep critical public sector employees focused and on the job during disasters or emergencies, “Key Employee Emergency Preparedness” (KEEP) offers an effective approach to ensure the availability of key personnel during times of crisis and reduce the impact of “person-role conflict” that may diminish their effectiveness or ability to remain on task. The program introduces approaches to addressing the disaster-related needs of key employees and their families in a manner that increases their ability to fulfill critical roles and complete essential emergency-related tasks. 



  • Understanding the causes and consequence of “person-role” conflict in essential personnel 

  • Preparing crisis team members and other emergency-related personnel to care for their families while remaining “on the job” through critical incidents

  • Developing and using Key Employee surveys and preparedness resources

  • Establishing and ensuring support services for protection, response and recovery of key personnel

  • Promoting the development of personal communications plans and procedures

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