Things break, it happens, we know it happens. It’s why we have an mtbf measurement, why we have “days without injury” signs, why we know that things are, at some point hopefully far way, going to go ass over tea-kettle, go south, or whatever other euphemism for feces projectiles colliding with air-relocation device.
We already to disaster recovery (DR) planning, but do we do much in terms of planning for other failures? In your DR plan you have who gets notified when, when does the plan come into effect, what the steps are, what reports need to be created, and what are the steps needed to go back to situation normal.
Do you have a similar plan for a virus outbreak? How about a compromised system? What about a subpoena being handed to your organization for records?
Doing something similar on a smaller scale for how to react to various things may highlight where your technicians, your managers, and your execs have differing views on what the process should be. Setting the process and procedures so the manager keeps the execs off the techs as they get things worked out or done will help the techs perform better, and having the previously agreed upon procedure will help the manager keep the execs at bay. Granted, it might also mean that after the event the executivess want to re-write the process. Just remember that planning is best done when there isn’t a event in motion and everyone has their priorities in a knot while being pressured to resolve and fix everything immediately. Plans also need to have flexibility in them so that when things go sideways you have minor adjustments to make instead of scrapping the plan and running around headless.
An idea of a way to get at least a skeleton of a plan would be to have each member of a potential event write up their time-line, what will they do and when will they do it. Once that data has been collected and collated, it is likely that a meeting or two will allow you to fully flush out the procedures for an event and have them documented so when an event happens you have something to use, either to know what to do, or to keep the right people away from the workers so they can get things accomplished.
Now we’ve taken our reasonable paranoia to get from things break to having a plan for when they do so everyone can succeed.