Better Crisis Management By Design
Using experience, field-testing and research to improve crisis leadership and team performance under crisis conditions.
Keep track of the situation and what everyone’s doing with simple logs.
Most crisis management programmes are built using generic or standard tools, procedures, team structures etc. Yet, in practice, people working under crisis conditions don’t adhere to generic approaches when they don’t align with, or at least accommodate, their natural style and culture. Factoring human behaviour and organisational culture into crisis design is crucial - and design thinking can do just that.
While each crisis has its unique characteristics, it’s often the same set of crisis conditions that challenge and trap crisis management teams. Their success or failure is often defined by their ability to cope with these fairly predictable conditions. Crisis teams that are well informed and trained to cope with these tend to be better prepared, more proactive, and use safeguard more systematically.
Conventional meeting agendas don't work well in crisis, so ditch them. Instead try this simple 4 questions approach that works well for teams under pressure.
During a crisis, your "ethical switch" can get temporarily and unconsciously turned off, making you vulnerable to (very) bad decision-making. This phenomenon, called ethical blindness, is a temporary, involuntary and unconscious state that is so potent that people who experience it (and make poor decisions) are often shocked and surprised by their own behaviour afterwards.
Many crisis leaders cannot cope with their assigned workload under crisis conditions. Their job descriptions (JDs) are simply unrealistic, even for experienced crisis leaders. One fix is to simply strip the leader’s JD to the bone, then strip it some more. Here’s one approach.
Could a 3-min decision-checkpoint at the end of every crisis meeting help prevent some of the most common and serious mistakes in crisis management?
Did you know that under crisis conditions, your brain can actively deceive (an drug you) you into thinking that a poor decision is a good one.?
Note! I often re-write, add and remove articles here as my ideas and concepts evolve over time. So what you see here may morph or disappear tomorrow. So if there’s something you want to save, I suggest you share or save a copy somehow. Due to work and life, I tend to write in bursts and then nothing for a while, so if you want to be notified when new content is added, follow me on Twitter or Linkedin.
All the best, Sebastien.