Tourism Crisis Management - Essay Example

Unit: A Review of the Literature on Crisis Management in Tourism The background of tourism crisis management While it is apparent that tourists are unrestricted to evade destinations that are prone to risk, the penalties of sudden catastrophic events which can be very profound on the tourist destinations are however inescapable. For instance, terrorism activities targeting the tourism sector can be regarded as a disaster for a particular destination. The ensuing events can generate a severe tourism crisis more so to nations vulnerable to politically motivated disasters. Of course, the ‘tourism crisis’ is not a new phenomenon, furthermore it is a well-known fact that tourists are risk averse typically therefore any perceived or concrete threat to their safety, health or safety will more likely influence their decision to visit a particular destination (S?onmez & Graefe, 1998; Lepp & Gibson, 2003). This article gives a brief background of tourism crisis management and further argues that it is essential that tourist destinations incorporate planning crisis management programs upon their entire sustainable development management and marketing strategies. This serves to safeguard and recover their public image of both attractiveness and safety and hence reassuring their current and potential visitors of the security of the area, to reinstitute the destination’s functionality and therefore aiding local and international travel plus the tourism industry to economic recovery. The overall objective in crisis management is to assist people in effectively identifying and further mitigating a crisis by planning a crisis system that will reduce the impact of the crisis thereof and accelerate recovery to normalcy. Key terminologies Crisis management, tourism. Many authors have attempted to give meaning to the word crisis or crisis management and consequently come up with synonymous terms to crisis (e.g. Pender & Sharply, 2004; Faulkner, 2001; Prideaux et al., 2003; Pizam, 1999; Glaesser, 2003). Prominent examples for instance are catastrophe, turning point, disaster, chaos, vulnerability, security. This diversity of terminologies considered, it is apparent that crisis definitional approach is a difficult undertaking. With reference to PATA (2003), a crisis is defined as “A circumstance that holds the potential to have a long term effect, impinging on the confidence in a product or an organization, or rather a situation that may alter the ability of an organization or product in resuming normal operations.”Other authors provide vague sentiments on the term. For instance Ritchie et al. (2004: 202), who bluntly indicates that ‘a crisis is indefinite, unpredictable, unexpected and can be numerous’. On the other hand some authors seem to be more diligent and particular in their semantics, Faulkner (2001: 136), for example, distinguishes both the terms crisis and disaster. He debates that a crisis refers to a circumstance ‘in which the root cause of the event is, to some degree, self-inflicted through problems such as inept management organizations and organizational culture or a failure to adapt to change’, while on the other hand, a disaster can be described as a situation ‘where an organization … is encountered with abrupt unpredictable calamitous changes over which it has little or no control.’ Main theories Many models conceptually have a basis assuming that a crisis goes through a number of consecutively occurring stages, in essence following a particular life cycle. However, in reality, crises and disasters more often than not occur suddenly, without warning and a target position can immediately enter the ‘emergency’ phase, by-passing the ‘prodromal’ and ‘pre-event’ phase and require- in a rapid reaction. Indeed, the alarm caused by the dramatic imminence of such events may prompt inappropriate decision making and confusion(Pender & Sharply, 2004). Explicitly, various models propose that risk assessments should be undertaken. On the basis of the analysis of the scenario, contingency plans should then be established in accordance with those circumstances considered likely to occur. Nonetheless, with exception of some specific events, such as hurricanes in the Caribbean, most tourism crises are often unpredictable in their happening, evolution and impact. The most problematic issue is the identification of potential or predictable crises. As a result, scenario planning can be consuming in terms of time, costly and in some unfortunate cases ultimately, fruitless. Undeniably, it is observed that contingency planning might result to complacency and paralysis upon the occurrence of an unexpected event (Evans & Elphick, 2005). Therefore, although there are diverse categories of crisis, for instance a terrorist attack which might be anticipated and ready with established protocols, the evidence suggests that risk assessment and the following scenario planning may in totality be null and void given the unpredictable nature of most events. Conceptual framework of tourism crisis management Regardless of the increase in activity in the past years, there are, arguably, still only a limited number of publications on crisis management particularly in the field of tourism, which discuss the concept systematically and holistically (e.g. Faulkner, 2001; Santana, 2004; Beirman, 2003; Glaesser, 2003, 2005, 2006; Henderson, 2004; Dreyer et al., 2001; Nankervis 2000; Laws & Prideaux 2006; Scott & Laws 2006; Mansfeld & Pizam 2006). Ritchie (2004: 680) Nevertheless, despite this dedication albeit small to the research related to tourism crisis management worldwide, the observation has been that many tourism destinations and organizations are still unprepared for a crisis situation (Beirman, 2003; Ritchie, 2009). This acclaims that, there has been a seeming reluctance or somewhat failure on the part of the tourism sector in adopting the crisis management models or strategies .as a result, this reflects a challenge affecting the tourism industry more generally, namely, the prerequisite for a more effective articulation in relation to the tourism academic research and what the tourism sector needs. (Sharpley, 2011). Tourism crisis management models should typically follow a logical, step-by-step format which enables the organization to embrace the complex and frequently chaotic characteristics of the crises and disasters which, in truth by their very nature, hardly ever proceed as might be expected’(Faulkner&Russell,1997; McKercher,1999,p.425;Zahra&Ryan,2007). Various authors have presented ways of dealing with a crisis when it occurs. However, very few have been able to clearly show how to amass, store, disseminate and manage information and knowledge for preventative planning and the ensuing crisis management this including situation awareness, or eve to avoid future disasters. Faulkner (1997) criticizes the lack of comprehensible conceptual and theoretical frameworks within the tourism crisis management field. He thus proposes a generic tourism disaster management framework attempting to give proper and relevant guidance to tourism organizations. Six phases are identified in his proposed strategy in the disaster manager cycle. This includes, pre-event, Prodromal, emergency, intermediate, long-term (recovery) and resolution, with appropriate responses suggested for each phase. Each stage is related to elements of the disaster management response. These are precursors followed by mobilization which prompts action which later gives rise to recovery, reconstruction, reassessment and review. They are also linked to principal ingredients of the disaster management strategies (risk evaluation and disaster contingency Plans) Ritchie, 2009). The elements that immediately relate to knowledge management of Faulkner’s framework are risk assessment, community capability audit, prioritization protocols, disaster management, media and monitoring activities, flexibility, command center, warning systems, involvement education and review. Ritchie (2003) provides a strategic approach to crises and disaster management in private and Public sector organizations. He suggests that developing organizations strategy can aid destinations in alleviating the sternness of change induced by the crises or disasters. Strategic planning as Ritchie proposes is usually concerned with four main elements – strategic analysis, strategic choice and direction, strategy implementation and control and strategic evaluation and feedback. Recommendations include having a crisis management place, establishing a tourism crisis management taskforce, developing a crisis management guidebook and partnering with law enforcement officials. More essentially is to incorporate a shared knowledge system at the destination level which is necessary to address the disaster when it arises with all the tourism stakeholders involved in the establishment of such a system. Tourism crisis management in international politics today While it is apparent that a natural catastrophe can slow down the flow of tourism in a destination, terrorism risks often tend to intimidate the traveling public in a more severe measure—as is validated by the realignment of touring flows and cancellation of vacations during periods of heightened terrorist activity. Terrorism triggered Tourism crises are likely to be different from those caused by natural disasters. Terrorism has for a long time been a political tool since early history. Modern-day terrorism however has been on the rise from the latter part of this century. International terrorism increased rapidly during the late 1960s and early 1970s. Sudden acts of terrorism will curtail travel activities until the memories of the ensuing events fade from the public’s mind. Experts highlight that terrorism will linger on to victimize “soft” targets. These attacks will become more indiscriminate mostly in the tourist destination. Terrorism in the recent past has become more institutionalized as a tool of armed conflict. It has been spreading geographically with the public often witnessing more terrorism than ever. Wider coverage’s due to the media’s improved ability to cover terrorist incidents (Atkinson, Sandler, and Tschirhart 1987; Jenkins 1988). International politics that lead to acts of violence can therefore result in profound impacts to the tourism sector. Persistent terrorism, conversely, can blemish a destination’s image of secure and attractiveness. This might jeopardize the entire tourism industry. For instance Egypt, Israel, Northern Ireland, and Peru illustrate how continuing unstable international politics accruing political violence can severely affect tourist sensitivities of destinations and touring behavior. In the sight of a disastrous occurrence, not only is the tourist destination and its linked enterprises a put into a difficult position for the most part of managing the crisis for themselves but also for having their responsibility to take care of their guests and clients. A mismanaged disaster or crisis can effortlessly damage the destination’s image of safety as it gradually evolves into a long-term crisis for the local tourism industry. Surprisingly, there are very few sources in which the tourism industry can turn to for guidance on crisis management. Even more challenging is finding a crisis management strategy personalized for terrorism or political violence. General suggestions initiate with the organization of an efficient task force, development of a crisis management plan and guidebook (Sonmez, Backman, and Allen 1994), and partnering with law enforcement officials (Tarlow 1998). Once the gravity of the situation is realized dedication from initiation of the crisis management to full recovery can be achieved. Recommendations in a terror attack include being prepared for a crisis. A crisis management plan cannot in any way supersede the local emergency preparedness plans, neither can it prevent a disastrous occurrence, nevertheless it serves as a guide for managing its aftermath. Having a plan conserves time in managing the situation. In addition, a timely crisis management taskforce should be ready at all times where the responsibility of managing each team should be delegated to persons according to their areas of expertise and the entire team be headed by a director who will orchestrate all task force activities. Normalcy in a destination should not be underestimated. At this point partnering with the law enforcement individuals is very vital for the tourism sector who can aid in restoring public safety as normalcy. Conclusion Few countries worldwide afflicted with terrorism or international politics turmoil can afford to give up their tourism revenues. Being fully prepared for a terror eventuality, having an effective task force in place, and having a guidebook are just but a few essentials of managing a tourism terror crisis; vulnerable destinations must have at least this level of preparation. If predictions do hold true, terrorism attacks should be expected to prevail, meaning that either officials in tourism establish a proactive stance or be forced to react on a piecemeal basis. Instead, both government’s officials and tourism members need to focus on the topic to assess risks and strategize for effective crisis marketing (Hall and Sullivan 1996). Tourism Crisis management has its limits. It is not intended to prevent real disasters or emphasis on micromanagement (i.e., evacuation, rescue); one should know that having a plan in place cannot prevent sudden acts of terrorism nor can it aid in the capture of terrorists. Each crisis situation is unique and challenging to resolve with humble procedures; all the same, destinations need to be prepared with a plan of action. Works cited Evans, N.,&Elphick,S.(2005).Modelsofcrisismanagement:Anevaluationof their valueforstrategicplanningintheinternationaltourismindustry. International JournalofTourismResearch, 7(3), 135–150. Faulkner, B.,&Russell,R.(1997).Chaosandcomplexityintourism:Insearchofa new perspective. Pacific Tourism Review, 1(2), 93–102. Garcia, J.(2010). CPTM employee. Interviewed15July2010.Personal communication. Glaesser, D.(2006). Crisis managementinthetourismindustry. Oxford: Butter- worth-Heinemann. 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The Management of Crisis, in: L. Pender & R. Sharpley (Eds) The Management of Tourism, pp.275-287 (London: Sage). Read More