Recovery of war ashes: why should Sudanese institutions adopt the management of pre-detect crises-something for the house
The experience of the last war in Sudan has proven that there is no doubt that crises do not only pass events, but are forces that change the path of societies and institutions. Its impact was not limited to material and human losses, but rather extended to an almost complete disturbance in all forms of life. In the midst of this bitter reality, the urgent need of Sudanese institutions, of all kinds, emerges to adopt a pre-sympathetic approach in the management of the crisis, instead of being satisfied with the reactions. It is not only an administrative luxury, but rather a maximum necessity for survival and recovery.
The crisis is defined as a solid position or event which questions the will of the individual or the institution and obliges him to adapt to a new reality. It is not necessarily a huge catastrophic event, but it can be a psychological crisis such as a dear loss or a failure, or a technical crisis such as current failures or the disturbance of the computer system. Despite the different nature of crises, the common denominator between them is that it requires an effective and thoughtful plan to face them. This is called the crisis management plan.
This plan is not a detailed program with rigid steps, but rather a flexible reference tool. The emergency guide with information lists, major contacts and documentation models is similar. It requires specialized management of crises within each institution, made up of a crisis manager and a formed team and is always ready for modernization and development.
The crossing of crossing before its presence is an effective cornerstone of its management. We live in an era of fast and unexpected variables and technology which has become a double edition sword. Therefore, good planning gives institutions the ability to predict potential crises, whether near or long term.
The pre-crisis stadium includes several basic stages linked to prediction and expectations by establishing possible scenarios for crises and determining the means to overcome them, and the prevention of preventive measures while taking proactive measures to prevent the crises of the Foundation, and by preparing and training individuals to face the emergency events and the equipment of the equipment and the necessary tools, Awareness of the awareness of the workshop contract and the training in mechanisms to monitor potential threats and early alert by their occurrence, while preparing operating rooms by creating control rooms equipped with the latest communication devices to manage the crisis if they occur.
When the crisis occurs, the second step begins: confrontation and confinement. At this stage, the pre-prepares plans and scenarios are activated, confrontation and rescue work, and the situation is continuously followed to assess its developments. This response speed reduces the loss size and helps control the situation faster.
After controlling the crisis, the third step comes: balance and recovery. It is the stage which concerns the limitation of losses of 7 and reconstruction and reconstruction. It is not only a question of repairing the damage caused by materials, but also includes the rehabilitation of individuals and institutions. At this stage, the measures taken during the crisis are evaluated and the lessons learned to be a reference for the future are documented.
The war in Sudan was a vehicle crisis, which revealed weaknesses in many institutions that were not ready to face such a big event. The construction of pre-detective crisis management plans is not only a recommendation, but rather a vital step to ensure the continuity of institutions and their ability to resist future challenges.
The leaders of institutions in Sudan must learn from the past and realize that relying on reactions will not overcome the crises to come. Investing in crisis management is an investment in the future. It is an investment in the organization’s ability to protect its employees and assets, ensure the continuity of its activities and to contribute to the construction of a more solid and more flexible Sudan. The question that arises is: do Sudanese institutions invest in the construction of these impenetrable strong, or will you continue to wait for the next crisis?
