Security resources
Expertise · plans · contacts · protective measures
Research architecture RCGIM / v2.0
From fragmented security resources to sustained crisis capability.
The Rauová Crisis Governance Integration Model examines how leadership, decision rights, communication flows and learning mechanisms shape organizational crisis capability.
International Advisor for Crisis Governance & Resilience Systems in Jewish Institutions
INPUT
02 / INTEGRATION LAYER
Governance
G.01
Decision rights
Authority, mandate and escalation
G.02
Communication flows
Handoffs, feedback and situational picture
G.03
Influence structures
Formal authority and informal power
G.04
Organizational learning
Debriefing, adaptation and continuity
OUTCOME
Crisis capability
Coordinated · sustained · adaptive
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THE MODEL
The central proposition
Resources do not become capability by themselves.
Security expertise, procedures and external relationships remain fragmented unless governance connects authority, information, influence and learning into a functioning organizational system.
Complementary analytical perspectives
RCGIM is applied alongside distinct analytical perspectives.
Each perspective addresses a different analytical question and remains conceptually independent. Relevant findings can be returned to the RCGIM governance analysis without incorporating, redefining or claiming the underlying framework as part of RCGIM. Open each perspective to see what it contributes to the combined analysis.
L.01Reactive patternFirefighting Trap
Why recurring urgency can prevent structural improvement.
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Applied through the independent Dynamic Work Design analytical perspective, this lens examines how repeated reactive work absorbs attention and capacity, while the conditions producing the same problems remain unchanged.
L.02Decision modeAutomatic → Conscious Processing
How organizations shift from routine response to deliberate assessment.
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Applied through the independent Dynamic Work Design analytical perspective, this lens focuses on the triggers, criteria and shared sensemaking required when familiar routines are no longer sufficient for the situation.
L.03Process designDynamic Work Design Lens
How work, information and responsibility move through the system.
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Dynamic Work Design is an independent analytical framework developed by Nelson P. Repenning and Donald C. Kieffer. It is applied alongside RCGIM as a process- and operational-delivery lens; it is not a component or submodel of RCGIM. The lens traces criteria, tasks, communication routes, handoffs and huddles—and whether the Human Chain and Management Chain are actually connected.
Independent analytical framework:Nelson P. Repenning & Donald C. Kieffer — Dynamic Work Design / There’s Got to Be a Better Way (2025)
L.04Influence mapMaslow–Ancona Power and Influence Master Matrix
How formal roles and actual influence shape what gets decided.
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The Maslow–Ancona Power and Influence Master Matrix is an original integrative construct developed by Yael Blanka Rauová. It is used alongside RCGIM as a complementary influence and stakeholder-analysis perspective; it is not a component or submodel of RCGIM. It supports structured stakeholder analysis across formal authority, informal influence, interests and the real pathways through which decisions move.
Conceptual foundations:Abraham H. Maslow — A Theory of Human Motivation (1943) Deborah Ancona, Thomas W. Malone, Wanda J. Orlikowski & Peter M. Senge — In Praise of the Incomplete Leader (2007)
The Maslow–Ancona Power and Influence Master Matrix is an original integrative framework developed by Yael Blanka Rauová.
The matrix is distinct from the Four Capabilities Model (4-CAPS) developed by Deborah Ancona and her co-authors. Where applied, 4-CAPS remains an independent complementary leadership perspective; it is neither a component of RCGIM nor equivalent to the Maslow–Ancona Power and Influence Master Matrix.
Advisory & Consulting / 02
Advisory & Consulting
International advisory and consulting in crisis governance and resilience systems for Jewish institutions, European projects and other organizations operating in complex environments. The work examines threat context, pre-monitoring, institutional conditions and preparedness gaps, then translates these findings into governance architecture that connects fragmented systems by clarifying roles, responsibilities and decision rights, communication flows, crisis communication, decision-making and escalation pathways. It considers the connection between the Human Chain and Management Chain under complex and changing conditions, while Risk Impact Analysis and Business Impact Analysis inform preparedness, continuity and project decision-making.
Crisis Governance & Resilience Systems
Governance architecture that connects defined roles and responsibilities, information flows, crisis communication, communication chains, decision-making and escalation pathways. The focus is resilience under changing conditions, including the connection between the Human Chain and Management Chain.
Sensitive Information Handling
Handling sensitive information within advisory, coordination and project contexts. Focus: the allocation, flow and escalation of information in relation to defined roles, responsibilities and decision-making.
European Systems and Project Environments
Advisory and consulting in European systems and project environments.
Security Coordination and Services
Security coordination across interfaces, communication flows, responsibilities, decision-making and escalation pathways with existing security structures. The scope includes Incident-to-Response procedures, Risk Impact Analysis, Business Impact Analysis, and the development and improvement of Standard Operating Procedures (SOPs), alongside operational security services and armed protection for operations where required.
For Jewish Institutions
Jewish communities and institutions may already have security measures, professional expertise, established relationships with police and security authorities, training, and external support.
The operational gap often appears when those elements have to work together under pressure: when information must move quickly, responsibilities must be clear, decisions must be made, continuity must be maintained, and internal and external interfaces must function without relying on improvisation.
Rauová Systems works at this interface.
The focus is on strengthening crisis governance, connecting existing capabilities, clarifying decision and escalation structures, and translating preparedness into coordinated institutional practice.
Engagement Formats
Jewish Institutional Resilience Design & Validation Laboratory
A focused one-day working format for Jewish organizations seeking to clarify decision authority, continuity priorities, critical interfaces, and response arrangements, and to test them through a tailored scenario.
The format combines preparation, facilitated working sessions, documented organizational outputs, and a follow-up review.
12-Week Crisis Governance & Resilience Pilot
A structured institutional pilot for Jewish communities and organizations seeking to strengthen crisis governance, decision structures, internal and external interfaces, continuity, and implementation.
The pilot examines how leadership, security, crisis management, communication, continuity, and external interfaces work together in practice and supports targeted improvement over twelve weeks.
It moves from assessment and governance alignment through implementation, testing, and stabilization.
Advisory services / 02
Connecting existing capabilities to the specific travel context.
Crisis governance for international Jewish group travel connects existing capabilities with the specific travel context. It establishes the integration, communication and decision architecture required for coordinated action.
JEWISH GROUP TRAVEL
Jewish Group Travel Crisis Governance Integration
I connect institutional, operational and security capabilities through a travel-specific governance architecture—creating clear interfaces for communication, decision-making and coordinated response.
Existing capabilities→Travel context→Integration architecture→Coordinated response
Travel Readiness ReviewPre-Travel IntegrationActive Travel SupportIncident Review
Explore the full service architecture Research field / 02
Building the evidence base.
The programme does not assume that institutions are already demonstrably crisis-capable. It investigates recurring constraints, partial capabilities and the conditions required for durable change.
Current research
Security Crisis Management in European Jewish Communities
The Role of Community Leadership and Security Coordination
Qualitative MSc research examining leadership continuity, security coordination, crisis communication and responsibility chains.
Research direction
From Reactive Security Management to Sustained Crisis Capability
Publication and PhD research programme
Developing a research architecture around the organizational conditions that enable or constrain sustained crisis capability.
Case analysis
LIMMUD Festival Germany through the Dynamic Work Design Lens
Connecting the Human Chain and Management Chain
Applying Dynamic Work Design as an independent process- and operational-delivery lens to examine criteria, task design, communication routes, defined handoffs and huddles in a time-bounded crisis-governance setting. Findings can inform the RCGIM governance analysis without making Dynamic Work Design part of RCGIM.
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PublishedPublications
Beyond the Guard at the Gate
Crisis Response Journal
ARTICLECRISIS GOVERNANCE
From Reactive Security Management to Sustained Crisis Capability
Conceptual foundation for the publication and PhD research programme.
Process design under crisis conditions
A process-design analysis using Dynamic Work Design’s distinction between Automatic and Conscious Processing as an independent analytical lens.
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Selected talks
Community Resilience after October 7 – Beyond Physical Security
Advanced Business Resiliency
Beyond the Jewish Target: Threat Incidents, Institutional Response and Shared Resilience
Advanced Business Resiliency
From Awareness to Resilience – Safety is a Shared Responsibility
Community resilience and shared responsibility
RESEARCH PROFILE
Behavioral Crisis Governance · Organizational and Community Resilience · Decision Systems · Communication Flows · Influence and Network Structures
EUROPEAN ENGAGEMENT
Registered Expert in the European Commission expert database
Available for European Project Partnerships