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Practice paper

The competing pressures paradigm: A tool for improving emergency and continuity planning efficacy?

Tony Mcaleavy
Journal of Business Continuity & Emergency Planning, 13 (3), 265-277 (2020)
https://doi.org/10.69554/RKZS8562

Abstract

This paper introduces the competing pressures paradigm (CPP) — a conceptual model to improve the emergency and continuity planning process through enhanced organisational and societal pressure management. The CPP is a theory, a learning tool and a planner’s aide-memoire. It is designed to encourage critical reflection and proactive strategising to address five competing pressures in order to engender greater planning efficacy. Whereas planners typically focus on three core pressures — legislative compliance, organisational alignment (internal and external) and managerial preference — the CPP also focuses on two covert pressures, namely, usability and the needs of humanity and society. Accordingly, this paper explores all five of these constituent pressures to present a learning tool with both theoretical and practical applications for emergency and continuity management.

Keywords: emergency planning; continuity planning; organisations; competing pressures; visual methodology

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Author's Biography

Tony Mcaleavy has taught in the USA, the UK, the United Arab Emirates and Turkey. Dr McAleavy has broad emergency and continuity management experience as a coastguard and ambulance service officer, and local government civil contingencies manager. His teaching and research spans mitigation, preparedness, response and recovery with a core focus on command and control, and interoperability.

Citation

Mcaleavy, Tony (2020, March 1). The competing pressures paradigm: A tool for improving emergency and continuity planning efficacy?. In the Journal of Business Continuity & Emergency Planning, Volume 13, Issue 3. https://doi.org/10.69554/RKZS8562.

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cover image, Journal of Business Continuity & Emergency Planning
Journal of Business Continuity & Emergency Planning
Volume 13 / Issue 3
© Henry Stewart
Publications LLP

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