Factoring Human Behaviour and Organisational Culture Into Crisis Design

Factoring Human Behaviour and Organisational Culture Into Crisis Design

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.

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Crisis Conditions: List of Things That Make Crisis Management Difficult

Crisis Conditions: List of Things That Make Crisis Management Difficult

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.

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(One Reason) Why Good People Do Bad Things During a Crisis

(One Reason) Why Good People Do Bad Things During a Crisis

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.

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