That is why the ‘H’ in Materna’s RHINO principle stands for ‘Human Firewall’ – a deliberate focus on awareness, training and a culture of learning from mistakes within organisations.
Why the ‘Human Firewall’ is so important
Technical systems can be secured, networks segmented and data stored with multiple redundancies – yet any organisation is only as resilient as the people who work there. In the event of a crisis, it is not only the contingency plan but also the behaviour of staff that determines whether the organisation succeeds or grinds to a halt.
Resilience therefore begins in the mind – and in the heart. Employees who know how to respond to disruptions, who take responsibility whilst not having to fear making mistakes, form the backbone of a resilient organisation.
Establishing a culture of error – raising awareness
A key component of the ‘H’ is the establishment of a modern culture of error. Not only errors, but also ‘failures’ – that is, external disruptions – must be accepted as part of reality. The crucial difference lies in the mindset: moving away from the blame game and the search for a scapegoat, towards a solution-oriented approach.
How can this be achieved?
- Open communication about risks and disruptions
- Training and simulations that prepare staff for realistic scenarios
- Knowledge sharing to alleviate fears and boost confidence in taking action
This is not about demanding perfection – but about enabling staff to act in a controlled and targeted manner in the event of a crisis, rather than falling into ‘headless chicken mode’.
‘Headless chicken mode’ – and how to avoid it
The so-called ‘headless chicken mode’ describes a behaviour frequently observed in crisis situations: frantic, haphazard, overwhelmed. In such moments, communication structures break down, priorities become blurred, and decisions are made spontaneously and in an uncoordinated manner. This behaviour is only human – but it is potentially dangerous for organisations in crisis.
The most effective countermeasure is targeted preparation through clear responsibilities and guidelines for action that have not only been communicated but also tested and practised. Awareness-raising measures help to either significantly shorten this state or avoid it altogether. Those who have already been trained in how to act in an emergency react with greater composure, clarity and focus.
Turning those affected into active participants
An often underestimated factor in building greater resilience lies in the active involvement of staff. Those who are informed about BCM measures at an early stage and in a transparent manner, and who play an active part in them, understand their purpose – and support them with conviction when an emergency arises.
The saying ‘Good intentions do not always translate into good results – especially in an emergency’ sums it up perfectly. It is therefore essential to define clear responsibilities, practise communication channels regularly and view employees not merely as recipients, but as active contributors to BCM.
Challenges and opportunities
Introducing a ‘human firewall’ is not a sure-fire success. Varying levels of acceptance, individual resilience and fear of change are real hurdles. But it is worth the effort. The following positive effects can be achieved by introducing a ‘human firewall’:
- Employees as the first line of defence – who know what to do
- Greater acceptance of BCM measures
- Greater confidence in taking action in the event of a crisis
- Stronger trust in one’s own organisation
Resilience is human
The ‘H’ in the RHINO principle stands for more than just training and awareness. It stands for a new way of thinking when dealing with crises, errors and failures. It stands for a culture in which people are prepared – and feel secure, even when things get serious.
After all, ultimately it is not the systems that carry an organisation through a crisis – it is the people who operate those systems.
Practical tip:
Talk to your staff not just about IT security, but about uncertainties too. Let them make mistakes – within the controlled environment of exercises. This is the only way to build resilience that isn’t just on paper, but that holds up when it really matters.
Further articles in this series:
Part 1: Resilience and business continuity in the public sector – crisis-proof and future-proof – Materna Blog
Part 2: Regulation as a strategic lever for resilience – Materna Blog
