Build Resilience Through Redundancy
There is an old saying that“Repetition is the mother of learning.”The practice of redundancy in an organization's processes helps ensure that everyone understands their jobs and that there are backup systems for computers，files，and mechanical devices.Having a spare tire available for that one time when there is a flat is a common personal example of redundancy.At the organizational level，information technology(IT)professionals learned quickly and early that failure to back up their information systems can lead to disaster.The same is true in any organization.While redundancy is not necessary in every function，it is essential in those areas that are difficult to replicate.The organization that is prepared with backup systems can be resilient.
The same approach is appropriate in crisis management.When a specific process does not function well or at all，managers should have an alternate process that can substitute for the original.Redundancy in crisis management can be seen in the following examples:
●Methods of contacting the CMT in the event of a crisis should include cell phone，regular phone，and email.
●The crisis management plan should be printed in hard copy as well as made available on backup storage sites and posted on the organization's website.
●The primary location of the command center should be backed up by a secondary command center，and perhaps even a third alternate site，lest the first command center become inaccessible during a crisis.(https://www.daowen.com)
●A selection of alternate crisis team members can be designated，in case one or more of the original members are not available.
Many examples of redundancy already exist in crisis situations.Backup generators may be available when the primary power is offline.Additional counselors may be told to“be ready”after a significant event has taken place on a school campus，such as the outbreak of a pandemic disease.Battery-powered lights go on in the stairwells when the main power is unavailable.During the Y2K[2]scare，many organizations brought in extra food，water，and sleeping mats，just in case.
The achievements of the improving process are based on the organization's ability to learn from crises.Organizational learning is an integral component of a well-rounded crisis management program.To achieve the level of success required to make sure crisis management plans are ready and effectively implemented，senior managers must create a culture of organizational learning.This requires a shared vision，skill sets that can function in a changing and rapidly adapting environment，and the ability to think systematically.This is a tall order，because managers have many competing goals and activities that consume their time.
In essence，learning organizations constantly develop new ideas on how to adapt to changing environments，while ensuring that the staff shares the desire，enthusiasm，and willingness to prepare for the intense demands that a crisis will make.There is one certainty in this effort:If an organization does not learn，its ability to survive a future crisis diminishes dramatically.Hence，organizational learning should be built into the culture and made a strategic priority.