{"title":"Crisis Management Leadership Program: Strategic Micro-Learning Sessions","description":"\u003cblockquote\u003e\n\u003cp\u003e\u003cspan style=\"color: #ED2D24;\"\u003eNOTE* The language filter to the left identifies both fully translated courses as well as subtitles. The “\u003cstrong\u003elanguage\u003c\/strong\u003e” in the course title indicates the original course language. For example, if you select “French” as a filter and a course with “\u003cstrong\u003eEnglish\u003c\/strong\u003e” in the title appears, it indicates an English course with French subtitles. If a course with “\u003cstrong\u003eFrench\u003c\/strong\u003e” appears, it indicates a full French translation.\u003c\/span\u003e\u003c\/p\u003e\n\u003c\/blockquote\u003e\n\u003cspan\u003eThe following leadership training courses are ready for off-the-shelf use, or for adaptation to meet your specific training needs.\u003c\/span\u003e","products":[{"product_id":"cmlp-2-3_english-arrest-detention-and-exit-denial","title":"CMLP 2.3_English: Arrest Detention and Exit Denial","description":"Where the rule of law is weak, where marked legal differences occur, and where prison conditions present a physical and psychological risk to detainees then the ability for organizations to react in a timely and effective manner to a detention, arrest or potential exit denial situation is important. This is especially true where arrests may be reflective of corruption or coercion influences, where gender and LGBTQIA risks are pronounced, and where detainees are not provided a safe environment, medical treatment and medicines, or indeed food and other essential personal items during detention. The crisis response must be focused on ensuring that individuals and their families are cared for, while concurrently managing the legal challenges associated with an incident.","brand":"RSMUniversity","offers":[{"title":"Default Title","offer_id":16890021216307,"sku":"2419220-A","price":188.0,"currency_code":"USD","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0025\/0770\/2323\/products\/cmlp02.3.png?v=1559310866"},{"product_id":"cmlp-1-1_english-crisis-management-approach-activation-and-process-management","title":"CMLP 1.1_English: Crisis Management Approach, Activation and Process Management","description":"In fast-paced Crisis Events the ability to make quick and effective decisions is essential in order to contain risks which, without intervention and effective management, may escalate in severity and create cascading threats to people, business interests, operations, facilities and assets, as well as organizational reputation. In these situations, there is a high likelihood that not all information will be available to the Crisis Management Leadership Team – those senior leadership personnel at the organizational level who come together in order to respond to and manage Crisis Events. The ability to create order out of chaos requires effective planning and nimble decision-making which remains agile and responsive to evolving circumstances and emergent, and often confused, information. What is therefore essential is that the Crisis Management Leadership Team can fall back on a systematic approach to the initial response to a Crisis Event, and one that ensures the right questions are asked and answered in sufficient detail upon which an initial course of action can be decided. It is this early good decision-making that will then provide the Crisis Management Leadership Team with the time and space to plan and manage the response in greater detail, confident that a coherent approach to managing complex and dynamic crisis events. The objective of this training is to provide knowledge and understanding of the conceptual approach to crisis management, including: What determines when the Crisis Management Leadership Team is activated; The process the Team should follow once activated; and the fundamental planning steps required to develop knowledge-led courses of action. PLEASE REMEMBER - Some modules offer language subtitles. Click the 'CC' button on the video player controls to select your language. WEAK INTERNET – If you have limited bandwidth, please ensure you select the lowest quality setting under the gear icon in the video player controls","brand":"RSMUniversity","offers":[{"title":"Default Title","offer_id":17490388844595,"sku":"2561872-A","price":210.0,"currency_code":"USD","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0025\/0770\/2323\/products\/cmlp01.1.png?v=1558457011"},{"product_id":"cmlp-1-2_english-cross-cutting-crisis-management-considerations","title":"CMLP 1.2_English: Cross-Cutting Crisis Management Considerations","description":"When developing the response to fast-paced and high impact Crisis Events, it is likely that the Crisis Management Leadership Team will have experience of responding to, and managing, the full scope of Crisis Events that could potentially occur, and the time and space to plan and make decisions in a deliberate, consultative manner will not exist. To ensure the Course of Action selected by the Team is well-judged, an understanding of the wide range of factors that are commonly associated with Crisis Events – regardless of the specific nature of the incident triggering the crisis – is important. Cross-Cutting Considerations encompass factors that, regardless of the nature of the event will require consideration, understanding that it is the active consideration of a factor, even if resulting in discounting a potential action, which will ensure the scope of a response is matched to the risks present. These cross-cutting considerations are explored within the following themes: Life safety and protection of physical and emotional wellbeing; Accounting for staff location and status; setting of the crisis management tempo; Working practices, travel and operational activity; Determining the requirement for additional support; Stakeholder management and communications; Legal and regulatory issues; Liaison with families of affected staff; Financial and administrative considerations; Training and awareness; and the importance of concurrent preparation for resumption and recovery. The objective of this training is to provide knowledge and understanding of those considerations the Crisis Management Leadership Team should ensure are accounted for regardless of the specific nature of an incident to ensure the cross-cutting, strategic parameters of crisis management are fully reviewed and analyzed to optimize the response to Crisis Events. PLEASE REMEMBER - Some modules offer language subtitles. Click the 'CC' button on the video player controls to select your language. WEAK INTERNET – If you have limited bandwidth, please ensure you select the lowest quality setting under the gear icon in the video player controls","brand":"RSMUniversity","offers":[{"title":"Default Title","offer_id":17490388975667,"sku":"2561928-A","price":210.0,"currency_code":"USD","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0025\/0770\/2323\/products\/cmlp01.2.png?v=1558457063"},{"product_id":"cmlp-2-12_english-fatality-and-repatriation-crisis-management","title":"CMLP 2.12_English: Fatality and repatriation crisis management","description":"The death of a person, especially when traveling abroad for work or social activities, can be both emotionally distressing and a highly complicated administrative challenge. The cause of death may require innovative thinking in terms of ensuring cold storage of the remains, or the implications of mutilated remains. The movement of the body, both nationally and internationally, can be very complex, and investigative requirements may impede the process, delaying the family in being reunited with their loved one. The management of the family is also often emotive and difficult, requiring a strong family liaison and management process; which is both sensitive and logical. Fatality management brings together human resource, family liaison, legal, external and internal communications and financial considerations, and if mismanaged, can have serious legal and reputational impacts. PLEASE REMEMBER - Some modules offer language subtitles. Click the 'CC' button on the video player controls to select your language. WEAK INTERNET – If you have limited bandwidth, please ensure you select the lowest quality setting under the gear icon in the video player controls","brand":"RSMUniversity","offers":[{"title":"Default Title","offer_id":17490389205043,"sku":"2504683-A","price":188.0,"currency_code":"USD","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0025\/0770\/2323\/products\/cmlp02.12.png?v=1558456710"},{"product_id":"cmlp-2-13_english-kidnap-ransom-and-hostage-taking-crisis-management","title":"CMLP 2.13_English: Kidnap, Ransom, and Hostage Taking Crisis Management","description":"Kidnap, ransom or hostage situations are complicated and impactful incidents not only for the victim, but also for the family, the victim’s work colleagues, and for other impacted stakeholders. There are multiple forms of kidnapping, with regional influences affecting the severity of the outcome. Kidnappings may be short-lived, or they may last weeks, months or even years. The ability to work within a multi-stakeholder setting, understanding the responsibilities of the organization and how these fit within government, diplomatic and hostage negotiator activities is critical. Family liaison and management is central to kidnap, ransom and hostage situations, and the management of internal communications, media management, and other critical stakeholder engagement is a core responsibility of the crisis response. PLEASE REMEMBER - Some modules offer language subtitles. Click the 'CC' button on the video player controls to select your language. WEAK INTERNET – If you have limited bandwidth, please ensure you select the lowest quality setting under the gear icon in the video player controls","brand":"RSMUniversity","offers":[{"title":"Default Title","offer_id":17490390220851,"sku":"2505040-A","price":188.0,"currency_code":"USD","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0025\/0770\/2323\/products\/cmlp02.13.png?v=1558456944"},{"product_id":"copy-of-cmlp-2-3_english-arrest-detention-and-exit-denial","title":"CMLP 2.1_English: Managing Active Shooter and Armed Aggressor Incidents","description":"\u003cspan\u003eActive shooter and armed aggressor attacks may target shops, recreational areas, offices, events, rallies and demonstrations, specific people, educational institutions, or government buildings. Attackers may work as individuals, or in groups, using vehicles, knives, guns or explosives to inflict as much damage as possible. They may result from a direct targeted attack or may cause harm through proximity and circumstance. Incidents can be protracted involving hostage-taking and post-incident response will frequently entail dealing with the significant psychological harm to those present or witnessing an attack, as well as mass casualties and the repatriation of serious injured persons and those killed in an attack. The response to an attack is often complex, fast moving and nuanced; requiring a deep appreciation of the risks, and the associated immediate, near and long-term crisis response requirements.\u003c\/span\u003e","brand":"RSMUniversity","offers":[{"title":"Default Title","offer_id":39432077181001,"sku":"6506053-A","price":188.0,"currency_code":"USD","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0025\/0770\/2323\/products\/cmlp02.1.png?v=1635172825"},{"product_id":"copy-of-cmlp-2-1_english-managing-active-shooter-and-armed-aggressor-incidents","title":"CMLP 2.2_English: Anti-Terrorist Financing and Support","description":"The nature of organization’s work, who they are funded by and how this funding is provided, creates the potential for direct or indirect contact with entities – including individuals, organizations or groupings – who are specially designated or otherwise proscribed – collectively known as ‘Prohibited Parties’. Principally, this refers to entities engaged in terrorism or explicitly supportive of terrorist aims. However, the scope of this area of business continuity risk also includes entities such as Politically Exposed Persons, those directly or indirectly implicated in human rights abuses and those principally trans-national criminal organizations involved in human trafficking, or the trafficking of arms or illegal narcotics, or enablers of criminal activity such as money laundering. As such, organization must handle those potential and actual interactions in a planned and coherent manner that minimizes risk to the safety of people, reliably and verifiably ensures compliance with legislation designed to deny material support to Prohibited Parties and, yet, enables organization, as far as practicably possible, to conduct its work effectively.","brand":"RSMUniversity","offers":[{"title":"Default Title","offer_id":39432078491721,"sku":"6506056-A","price":188.0,"currency_code":"USD","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0025\/0770\/2323\/products\/cmlp02.2.png?v=1635173242"},{"product_id":"copy-of-cmlp-2-2_english-anti-terrorist-financing-and-support","title":"CMLP 2.4_English: Serious Assaults and Violence Against Individuals","description":"Domestically or abroad, individuals may be the victim of serious assaults, including sexual violence or the targeting of members of the LGBTQIA community. They may be targeted because of who they are or who they work for, or may be a target selected at random, including where the violence occurs in the commissioning of another crime, such as a street robbery or burglary. Organizations must be prepared to respond quickly and effectively to provide medical and emotional support to those involved and, in many cases, liaise compassionately with the family or loved ones of the victim. In some contexts, assaults may occur as a pattern of violence associated with high levels of street crime and the organization will have an important role in ensuring other staff are aware of sensible personal security measures they should take, as well as responding to ensure disproportionate apprehension and anxiety does not spread through the local workforce and that active measures to minimize risk are implemented.","brand":"RSMUniversity","offers":[{"title":"Default Title","offer_id":39432086159433,"sku":"6506068-A","price":188.0,"currency_code":"USD","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0025\/0770\/2323\/products\/cmlp02.4.png?v=1635173407"},{"product_id":"copy-of-cmlp-2-4_english-serious-assaults-and-violence-against-individuals","title":"CMLP 2.5_English: Bomb Threats","description":"Bomb threats may result from the identification of a suspicious object (defined as any package, box, parcel, letter, bag, backpack, suitcase, briefcase, plastic bag, container, vehicle or other object that is suspected of containing an Improvised Explosive Device (IED), or is believed to contain a harmful chemical agent (as hazardous chemical attacks also often include a low yield explosive component to help distribute the agent). Bomb threats may also result from threatening calls or letters \/ emails which suggest an explosive hazard has been \/ will be planted at \/ transported to a site. Criminals, terrorists, special interest groups, and mentally disturbed individuals may seek to purposely injure or kill people, damage assets and property, make a workplace inoperable, delay and disrupt operations, or create fear and alarm within a workforce. Hoax bomb threats may also be used to disrupt business and operations by creating confusion and apprehension.","brand":"RSMUniversity","offers":[{"title":"Default Title","offer_id":39432125612105,"sku":"6506077-A","price":188.0,"currency_code":"USD","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0025\/0770\/2323\/products\/cmlp02.5.png?v=1635173659"},{"product_id":"copy-of-cmlp-2-5_english-bomb-threats","title":"CMLP 2.6_English: Chemical, Biological, Radiological or Nuclear (CBRN) Incidents","description":"CBRN threats may result from industrial site, pipeline or transportation accidents or as deliberate, hostile acts where terrorists, single-issue extremists and others weaponize toxic industrial chemicals, acquire or manufacture crude chemical or biological agents, or create dirty bombs through dispersing radioactive materials stolen from medical or industrial facilities using conventional explosives. In some instances, nation states use chemical agents against their own or neighboring populations and stockpiles of military grade agents remain present in some of the most unstable parts of the world. Being able to identify that a CBRN risk is present and respond sufficiently quickly to protect people demands knowledge and mini-brief is designed to quickly provide this to staff, enabling them to prepare for, avoid, and, if required, [self-help] respond to protect themselves and others.","brand":"RSMUniversity","offers":[{"title":"Default Title","offer_id":39432165556297,"sku":"6506082-A","price":188.0,"currency_code":"USD","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0025\/0770\/2323\/products\/cmlp02.6.png?v=1635173784"},{"product_id":"copy-of-cmlp-2-6_english-chemical-biological-radiological-or-nuclear-cbrn-incidents","title":"CMLP 2.7_English: Civil Disorder Events","description":"Some episodes of civil disorder can be predicted, being linked to a contentious event, or where historical precedents of violent socio-political unrest are well-established. Others can occur suddenly and with little warning. Chaotic and presenting a range of direct and indirect risk, including of arbitrary arrest and detention, physical risk presented by ill-disciplined and violent security force responses and proximity risk to a turbulent and dangerous situation, these situations require decisive action to control risk, including responses ranging from sheltering-in-place, through to suspension of local operations and the re-location or evacuation of staff. Civil disorder events can create multiple secondary crisis incidents, including physical assaults, damages to property, missing people, arrests and detentions, and serious injuries and fatalities.\u003cbr\u003e","brand":"RSMUniversity","offers":[{"title":"Default Title","offer_id":39432182792265,"sku":"6506087-A","price":188.0,"currency_code":"USD","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0025\/0770\/2323\/products\/cmlp02.7.png?v=1635173909"},{"product_id":"copy-of-cmlp-2-7_english-civil-disorder-events","title":"CMLP 2.8_English: Cyber Security Incidents","description":"Cyber-attacks can cause significant and protracted disruption to operations and, in compromising or acquiring information, have the potential to severely damage an organization’s reputation. While, historically, cyber-attack risk and the focus of security approaches have been associated with critical national infrastructure, governments and financial institutions, cyber-attacks are increasingly agnostic, and no organizations or sectors are immune. Cyber security poses significant challenges for organizations. Attackers are diverse, ranging across hacktivists, those carrying out acts of espionage, disgruntled former employees, organized and opportunist criminality, extremist groups. Attackers also employ a wide range of tactics to exploit vulnerable points within an organization’s security architecture, albeit the attack ‘vectors’ are typically similar: social engineering, malware, hacking. In some cases, the threat may be compounded by the distributed nature of an organization’s operations. For those who work globally, and where their people necessarily work in areas where fundamental network security may be weak, alongside a diverse range of partners and counterparts, and where the reliance on mobile devices and wireless communications, vulnerability to cyber-attacks is greatly increased. The ability of organizations to demonstrably protect themselves from cyber-attack is of central importance to their reputation for sound management and governance.","brand":"RSMUniversity","offers":[{"title":"Default Title","offer_id":39432211890249,"sku":"6506093-A","price":188.0,"currency_code":"USD","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0025\/0770\/2323\/products\/cmlp02.8.png?v=1635174324"},{"product_id":"copy-of-cmlp-2-8_english-cyber-security-incidents","title":"CMLP 2.9_English: Intimidation, Extortion and Coercion Incidents","description":"Occurrences of death threats and intimidation – frequently associated with extortion or coercion – are prevalent within some regional contexts but can occur anywhere. Intimidation is sometimes used by those with a grudge and may come in the form of threats of violence against specific individuals, or an organization in general. In some instances, intimidation is used by criminal groups who are being detrimentally affected by an organization’s activity, and coercion is used by hostile governments, or, in extreme cases, by terrorist groups to put pressure on individuals and families to carry out or, more likely, facilitate terrorist acts in some way – such as providing access to a secure area under duress. While death threats rarely materialize into a real physical risk, they do always represent a serious morale and welfare issue and can significantly disrupt operations. Some individuals are subject to higher levels of threat from hostile individuals, whether this is associated with personal, cultural, political, ethnic, or religious factors, the protection of criminal interests, or whether resulting from – for similar reasons – perceived harm or injustice. The threat may also arise where the activities of an organization affect the goals, reputation or standing of others. And, in the case of those who wield institutional power such as politicians, public officials or those within the police and judiciary, in places where the rule of law is weak and public accountability diminished by prevalent corruption, these individuals may intimidate others to protect their power.","brand":"RSMUniversity","offers":[{"title":"Default Title","offer_id":39432314290249,"sku":"6506114-A","price":188.0,"currency_code":"USD","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0025\/0770\/2323\/products\/cmlp02.9.png?v=1635174629"},{"product_id":"copy-of-cmlp-2-9_english-intimidation-extortion-and-coercion-incidents","title":"CMLP 2.10_English: Intellectual Property and Sensitive Information Thefts","description":"Organizations involved in creating innovative products and global services have increasing levels of Intellectual Property which must be protected. In addition, all organizations hold information on staff, which must be appropriately secured, as well as information relating to partners, clients, vendors and other external stakeholders that is sensitive in nature and must be appropriately managed, to also protect their interests. Organizations face a wide range of threats to the protection of IP and sensitive information, whether from competitors, hostile governments, criminals, activists, hackers, voyeurs, or terrorist groups. The loss of IP or other sensitive information can have significant implications for organizations. There is enterprise risk in the loss of competitive advantage where IP or commercially sensitive information is compromised and exploited by competitors. There is also very significant business continuity risk, where duties to protect information may result in charges of legal liability and cause reputational damage. In specific contexts, failure to safeguard sensitive information can additionally present security risk. Protecting IP and sensitive information demands robust technological and process measures and responding to a suspected or established loss requires very rapid action to stem any further loss, alert affected 3rd parties and, where possible, repair any damage.","brand":"RSMUniversity","offers":[{"title":"Default Title","offer_id":39432317927497,"sku":"6506130-A","price":188.0,"currency_code":"USD","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0025\/0770\/2323\/products\/cmlp02.10.png?v=1635174782"},{"product_id":"copy-of-cmlp-2-10_english-intellectual-property-and-sensitive-information-thefts","title":"CMLP 2.11_English: Incidents of Ethical Misconduct","description":"Ethical behavior – whether governed by a documented Code of Ethical Conduct or adherence to accepted norms of behavior – is both a moral and, in many instances, a legal duty of individuals and organizations. Inappropriate or unethical behavior presents significant – and potentially irrecoverable – reputational, liability and personal risk. Understanding factors that escalate perceived and actual ethical behavior risk, the mechanisms to control this risk and the moral, organizational and statutory duties to report violations of accepted standards of ethical behavior, are essential tools in today’s world, and particularly for organizations operating internationally. Where an ethical violation occurs – and where the organization is found to be wanting – then the damage to staff morale, and the legal and reputational harm can be cataphoric.","brand":"RSMUniversity","offers":[{"title":"Default Title","offer_id":39432320876617,"sku":"6506135-A","price":188.0,"currency_code":"USD","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0025\/0770\/2323\/products\/cmlp02.11.png?v=1635183660"},{"product_id":"copy-of-cmlp-2-11_english-incidents-of-ethical-misconduct","title":"CMLP 2.14_English: Serious Injuries and Mass Casualty Events","description":"Natural disasters, industrial and transportation accidents, disease outbreaks, building fires or deliberate hostile human acts such as terror attacks all have the potential to cause mass casualties. Where these occur in less-developed or disaster-struck international locations, complexity can be very significant, as inadequate or overwhelmed local emergency medical services, remoteness of the scene and insecurity compound the challenges of response and management. Mass Casualty Events present a significant challenge to an organization’s fundamental resilience, requiring the activation of the full scope of crisis response personnel and resources, the close coordination of organizational and local incident management teams, accurate and timely passage of information and interaction with emergency responders who, at a point in time, will assume primacy in the local response. All of this must be achieved in the face of an event that will place individuals and teams under acute emotional stress, dealing with events that may have left close colleagues dead or seriously injured. Beyond the fact that such incidents have a life safety component, these events create a range of organizational risks that, unprepared for or poorly managed, have the potential to further affect business continuity, whether involving risk to reputation and legal liability, long term damage to staff morale, maintenance of supply chains or extended periods of lost productivity.","brand":"RSMUniversity","offers":[{"title":"Default Title","offer_id":39432330674249,"sku":"6506138-A","price":188.0,"currency_code":"USD","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0025\/0770\/2323\/products\/cmlp02.14.png?v=1635175068"},{"product_id":"copy-of-cmlp-2-14_english-serious-injuries-and-mass-casualty-events","title":"CMLP 2.16_English: Natural Disaster Events","description":"Other than knowledge of zones which are seismically or volcanically active and prone to powerful earthquakes, tsunamis or volcanic eruptions, there are a class of natural disasters which cannot be predicted and, when major earthquakes, tsunamis or volcanic eruptions happen, the scale of loss of life and physical devastation can be enormous, with emergency response challenges compounded by extensive damage to water, sanitation, power, transportation and telecommunications infrastructure. Secondary risks such as disease, increased crime and civil disorder are common. The ability for staff in an affected area to self-help is essential in safely getting through the first hours and days after a catastrophic natural disaster, as aftershocks may still be occurring in the case of earthquakes or tsunamis and secondary building, tunnel, bridge collapses and landslides or avalanches are occurring. The organizational response will, in part be dictated by the location and scale of the natural disaster, however, there is much that a well-prepared team can do to account for personnel, support affected families and even mobilize support teams to affected areas.","brand":"RSMUniversity","offers":[{"title":"Default Title","offer_id":39432333623369,"sku":"6506143-A","price":188.0,"currency_code":"USD","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0025\/0770\/2323\/products\/cmlp02.16.png?v=1635175192"},{"product_id":"copy-of-cmlp-2-16_english-natural-disaster-events","title":"CMLP 2.17_English: Pandemic and Epidemic Outbreaks","description":"Pandemics and epidemics [outbreaks of serious infectious disease] can have sudden and devastating impacts. By definition, these disease outbreaks affect large areas, crossing nations and country borders, and sometimes continents, and may be highly contagious and devastating in their effects. It may take national and international public health agencies weeks or months to exert control over the spread of the disease, in some cases leaving hundreds or thousands of dead or very sick people, with debilitating, long-term health problems. Public health response may be initially overwhelmed, and particularly in less-developed nations, where contact-tracing and challenges associated with deploying technical response teams, equipment, medication and vaccines to remote or insecure areas are significant, and compounded by fear, lack of health education and poor access to power, clean water and sanitation. Increased crime, civil disorder and the collapse of public services are also frequently present, further complicating the public health response. In regions of the world where public health capacity and capability is poorly developed, and where precedent indicates a susceptibility to significant and dangerous disease outbreaks, the planned response to these events, capable of rapid triggering, is essential to minimize risk.","brand":"RSMUniversity","offers":[{"title":"Default Title","offer_id":39432335884361,"sku":"6506151-A","price":188.0,"currency_code":"USD","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0025\/0770\/2323\/products\/cmlp02.17.png?v=1635175300"},{"product_id":"crisis-management-leadership-program","title":"Crisis Management Leadership Program [ILM, HRCI and SHRM Certified]","description":"\u003cp\u003e\u003cspan\u003eThe Crisis Management Leadership Program (CMLP) addresses strategic resilience, business continuity, and crisis management topics for busy senior leaders and executives through a series of micro-learning opportunities. The first two modules address cross-cutting themes applicable to all risk portfolio owners and Crisis Management Team members. The remaining modules focus on specific areas of high-consequence risk and business disruption. The goal is to address strategic considerations to assist with more effective decision-making on fast-burn and high-impact crises; either through a structured learning journey, or to meet just-in-time needs.\u003c\/span\u003e\u003cbr\u003e\u003c\/p\u003e\n\u003cp\u003e\u003cem\u003e\u003cu\u003eImportant Notice\u003c\/u\u003e\u003c\/em\u003e\u003c\/p\u003e\n\u003cp\u003e\u003cem\u003eA license cannot be shared with other Crisis Management Leadership Program unless an enterprise license contract is signed with RSM. The sharing of the exercise program with other facilitators – or the use of the program across multiple organizations – is not permitted and is subject to a $150,000 penalty for each 12-month period of use, or for every organization the program is used with. Please contact RSM for to discuss an Enterprise License Agreement: Info@rsmconsulting.us\u003c\/em\u003e\u003c\/p\u003e","brand":"RSMUniversity","offers":[{"title":"Default Title","offer_id":42109537452105,"sku":"LP_88990","price":2405.0,"currency_code":"USD","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0025\/0770\/2323\/files\/cmlp_program.jpg?v=1740600700"}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0025\/0770\/2323\/collections\/cmlp_program.png?v=1558451549","url":"https:\/\/s7risk.myshopify.com\/collections\/crisis-management-leadership-program\/english.oembed","provider":"Sigma7 University","version":"1.0","type":"link"}