{"id":9243,"date":"2016-10-10T18:00:21","date_gmt":"2016-10-10T17:00:21","guid":{"rendered":"https:\/\/www.riskinsight-wavestone.com\/?p=9243"},"modified":"2019-12-31T10:16:50","modified_gmt":"2019-12-31T09:16:50","slug":"comment-se-preparer-crise","status":"publish","type":"post","link":"https:\/\/www.riskinsight-wavestone.com\/en\/2016\/10\/comment-se-preparer-crise\/","title":{"rendered":"Comment se pr\u00e9parer \u00e0 une crise ?"},"content":{"rendered":"<p>Attentats, crue de Seine, cyberattaque\u2026 aucune entreprise n\u2019est \u00e0 l\u2019abri !<\/p>\n<p>Si chaque situation de crise est unique, il est aujourd\u2019hui n\u00e9cessaire pour chaque \u00e9tablissement de <a href=\"https:\/\/www.riskinsight-wavestone.com\/en\/2016\/09\/gestion-de-crise-comment-maximiser-chances\/\">se pr\u00e9parer \u00e0 toutes les \u00e9ventualit\u00e9s<\/a> en travaillant sur l\u2019am\u00e9lioration des dispositifs de crise, l\u2019efficacit\u00e9 collective des membres des cellules, l\u2019acquisition d\u2019outils d\u2019alerte, la simplification des proc\u00e9dures et check lists de crise et la pr\u00e9paration des environnements.<\/p>\n<h2>AVANT : PR\u00c9PARER SON\u00a0ENVIRONNEMENT DE GESTION DE\u00a0CRISE<\/h2>\n<p>Comment \u00eatre efficace en situation de crise si un t\u00e9l\u00e9phone, une audioconf\u00e9rence ou une visio-conf\u00e9rence ne fonctionne pas (ou qu\u2019on ne sait pas activer), un PC portable ou un smartphone n\u2019a plus de batterie, un annuaire de contacts est indisponible ou non mis \u00e0 jour, la messagerie ou une application est inaccessible ? Une salle de crise trop petite ou non climatis\u00e9e fera monter la temp\u00e9rature, au sens propre comme au sens figur\u00e9\u2026<\/p>\n<p>Ces d\u00e9sagr\u00e9ments sont autant de facteurs de stress suppl\u00e9mentaires et font perdre du temps lorsqu\u2019on a des d\u00e9cisions \u00e0 prendre ou une coordination \u00e0 assurer. Pourtant ces probl\u00e8mes logistiques sont simples \u00e0 \u00e9viter : l\u2019\u00e9quipement des salles de crise doit \u00eatre r\u00e9guli\u00e8rement homologu\u00e9 et utilis\u00e9 par les membres des cellules de crise en condition r\u00e9elle, des manuels simples d\u2019utilisation\u00a0doivent \u00eatre pr\u00e9vus, disponibles et tenus \u00e0 jour.<\/p>\n<p>Nous constatons apr\u00e8s pr\u00e8s de 15 ann\u00e9es d\u2019<a href=\"https:\/\/www.riskinsight-wavestone.com\/en\/2015\/07\/les-exercices-de-gestion-de-crise-pourquoi-pour-qui-comment\/\">exercice de crise<\/a>, que des proc\u00e9dures de gestion de crise tr\u00e8s compl\u00e8tes sont de faible utilit\u00e9 en pilotage de crise. Les crises actuelles sont de plus en plus stressantes, elles catalysent les \u00e9motions et paralysent les capacit\u00e9s des managers ; la simple lecture d\u2019une consigne d\u2019une page est compliqu\u00e9e ! Seules des check listes tr\u00e8s synth\u00e9tiques et op\u00e9rationnelles (aussi appel\u00e9es fiches r\u00e9flexes), d\u00e9crivant le r\u00f4le de chacun et r\u00e9guli\u00e8rement utilis\u00e9es permettront de fournir un cadre ad\u00e9quat \u00e0 la cellule de crise pour g\u00e9rer un \u00e9v\u00e9nement majeur.<\/p>\n<h2>PENDANT : S\u2019ORGANISER ET R\u00c9DUIRE LES \u00ab BRUITS \u00bb<\/h2>\n<p>L\u2019organisation m\u00eame de la cellule de crise est essentielle pour faire face aux pressions li\u00e9es au \u00a0planning des parties prenantes, aux m\u00e9dias\u2026 Il est n\u00e9cessaire d\u2019organiser la cellule de crise et les canaux de communication de telle mani\u00e8re \u00e0 :<\/p>\n<ul>\n<li>Avoir une composition et une r\u00e9partition des r\u00f4les coh\u00e9rente et adapt\u00e9e \u00e0 la situation de crise \u00e0 g\u00e9rer ;<\/li>\n<li>Fournir le bon niveau d\u2019information fiable aux membres de la cellule de crise ;<\/li>\n<li>R\u00e9duire les \u00ab bruits parasites \u00bb.<\/li>\n<\/ul>\n<p>Avant de se lancer dans la gestion de la crise, la cellule de crise doit prendre les quelques minutes n\u00e9cessaires pour fixer son organisation et son mode de fonctionnement : adaptation de la composition aux \u00e9v\u00e9nements (mobilisation d\u2019experts internes ou externes en fonction de la nature de la crise), rappel des r\u00f4les de chacun. La <strong>r\u00e9partition de r\u00f4les<\/strong> d\u00e8s l\u2019entr\u00e9e en crise (pilote de crise, secr\u00e9taire de s\u00e9ance, charg\u00e9 du suivi des d\u00e9cisions et plans d\u2019actions, sous-cellule communication, sous-cellule anticipation\u2026) permet d\u2019organiser et fiabiliser la gestion de crise : c\u2019est la condition sine qua none pour que les p\u00e9rim\u00e8tres de chacun des acteurs soient ma\u00eetris\u00e9s et respect\u00e9s. Il devient indispensable de pr\u00e9voir une fonction voire une sous-cellule d\u2019anticipation dont le r\u00f4le sera de r\u00e9aliser une prise de recul sur les \u00e9v\u00e9nements, d\u2019anticiper les pires sc\u00e9narios et de proposer les actions \u00e0 mener pour y faire face.<\/p>\n<p>Une fois ce rappel r\u00e9alis\u00e9 il est possible de r\u00e9aliser le briefing de la situation qui permet de <strong>mener de bout en bout un diagnostic complet<\/strong> (analyse des impacts, identification des parties prenantes directes et indirectes, pi\u00e8ges \u00e0 \u00e9viter&#8230;).<\/p>\n<p>Des <strong>points de situation r\u00e9guliers<\/strong> permettent la prise de d\u00e9cision coordonn\u00e9e. Ces points doivent \u00eatre formalis\u00e9s dans un document qui peut ensuite \u00eatre utilis\u00e9 comme un outil de pilotage, pour le suivi des d\u00e9cisions et les relances des actions \u00e0 mettre en oeuvre. En d\u00e9finitive la prise de d\u00e9cision se fait toujours dans l\u2019incertitude puisque la cellule de crise dispose rarement de toutes les informations au moment voulu. Il est n\u00e9cessaire d\u2019\u00e9tablir et d\u2019activer les canaux d\u2019information (internes et externes sur les lieux de la crise) qui permettront \u00e0 la cellule de crise de suivre la situation. Ces canaux permettront de r\u00e9duire les risques d\u2019asym\u00e9tries d\u2019information, de retards dans la prise de d\u00e9cision et d\u2019oublis dans le suivi des plans d\u2019actions qui sont autant d\u2019\u00e9l\u00e9ments pouvant perturber la bonne gestion de crise.<\/p>\n<p>Lors d\u2019une situation de crise, de nombreux \u00ab bruits \u00bb viennent parasiter la gestion de crise :<\/p>\n<ul>\n<li>Le bruit au sens premier (appels t\u00e9l\u00e9phoniques en salle de crise notamment) qui a un impact direct sur le niveau de fatigue et de stress et repr\u00e9sentent un danger pour la dynamique et la coh\u00e9sion de groupe. Par exemple, il devient n\u00e9cessaire de s\u2019astreindre \u00e0 une discipline pour ne pas se laisser d\u00e9border par le flux des appels t\u00e9l\u00e9phoniques en salle de crise et prendre les appels dans une autre salle.<\/li>\n<li>Le \u00ab bruit \u00bb au sens de la communication, g\u00e9n\u00e9r\u00e9 par les m\u00e9dias et les r\u00e9seaux sociaux lors d\u2019une crise peut entra\u00eener des perturbations et affecter les prises de d\u00e9cisions de la cellule de crise (infob\u00e9sit\u00e9, sur-m\u00e9diation d\u2019un \u00e9v\u00e9nement entra\u00eenant une prise de d\u00e9cision h\u00e2tive, \u2026).<\/li>\n<\/ul>\n<h2>APR\u00c8S : CAPITALISER POUR S\u2019AM\u00c9LIORER<\/h2>\n<p>Pour tirer les le\u00e7ons de l\u2019exp\u00e9rience, toute convocation d\u2019une cellule de crise doit donner lieu \u00e0 un d\u00e9briefing \u00e0 froid, afin de mettre l\u2019accent sur ce qui a bien fonctionn\u00e9 et ce qui n\u00e9cessite d\u2019\u00eatre am\u00e9lior\u00e9. Les plans d\u2019actions mentionnent souvent de mettre \u00e0 jour les proc\u00e9dures de gestion de crise, de contr\u00f4ler l\u2019\u00e9quipement des salles de crise, de former les membres de la cellule de crise \u00e0 la gestion de crise ou encore au media training.<\/p>\n<p>Ces plans d\u2019actions ne doivent pas rester lettre morte, au risque de reproduire les m\u00eames erreurs \u00e0 la prochaine crise !<\/p>\n","protected":false},"excerpt":{"rendered":"<p>Attentats, crue de Seine, cyberattaque\u2026 aucune entreprise n\u2019est \u00e0 l\u2019abri ! Si chaque situation de crise est unique, il est aujourd\u2019hui n\u00e9cessaire pour chaque \u00e9tablissement de se pr\u00e9parer \u00e0 toutes les \u00e9ventualit\u00e9s en travaillant sur l\u2019am\u00e9lioration des dispositifs de crise,&#8230;<\/p>\n","protected":false},"author":1132,"featured_media":9286,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"page-templates\/tmpl-one.php","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[36,3225],"tags":[244,3312,243],"coauthors":[2570,2390,2724],"class_list":["post-9243","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-cybersecurity-digital-trust","category-ethical-hacking-indicent-response","tag-crise","tag-crisis-management-2","tag-organisation"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.0 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Comment se pr\u00e9parer \u00e0 une crise ? 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