Stay Ahead of the Crisis
Because today’s impossible is tomorrow’s surprise, making decisions and executing actions are the only options in times of uncertainty.
Clairvoyance as an imperative
All too often crisis management models mostly rely on prior experience, and familiar situations. It is our innate inclination to relate the present circumstances to a pre-existing model, attempting to interpret the current situation through the lens of the past.
Under conditions of intense stress, emotions tend to override rational thinking. It leads to a a cognitive bias phenomenon commonly associated with excessive confidence during the initial phase of a crisis, causing us to perceive what we want to see. In such circumstances, it can be extremely difficult to accurately evaluate the situation, events, and their consequences. In extreme situations, , decision-makers may become trapped in a state of denial regarding reality. These attitudes usually result in an initial under-reaction, followed by an over-reaction in a desperate attempt to compensate for a time which is already lost.
Recognizing and correcting our biases is essential, it is difficult but critical. This requires searching available information, selecting what’s useful to us, analyzing the facts from various perspectives, such as economic, social, political, cultural, and ethical, instead of reasoning by analogy. Building a multidisciplinary team with a range of skill sets can aid in perceiving the same situation from multiple angles and enhancing our collective faculty of discernment.
Taking decisive action
Decision-making is crucial for taking action, especially in uncertain environments where the fog of ambiguity can hinder progress. In such situations, a leader's role becomes vital in maintaining a long-term vision and providing direction to the organization, despite the immediate challenges. The leader must preserve their ability to navigate through the crisis, ensuring coherence and cohesion within the organization. Their mission is to take decisive action to move towards the desired outcome, rather than getting stuck in the decision-making process itself. The leader need to keep an eye on the bigger picture and make decisions that are aligned with the organization's mission and values.
Decision-making is never optional; it is a necessity. Regardless of the situation, the greatest risk will always be passivity and inaction. The primary safeguard of any organization is its ability to take the initiative, maintain control of its future. By making timely and informed decisions, organizations can stay ahead of the curve and minimize uncertainty. Therefore, decision-making must be viewed as a vital component of any organization's strategy to successfully manage a crisis.
Synchronized efforts and effective coordination
The purpose of decision-making is to serve as a means to achieving common objectives and intended effects. However, decisions alone are not sufficient, and must be followed by timely and well-coordinated action. This involves carefully considering the consequences of each action and implementing immediate measures to correct, preserve, or offset activities.
Effective coordination between stakeholders and clear communication channels between internal and external actors are essential for successful implementation. To ensure effective synchronization and smooth coordination, it is imperative to define the roles and responsibilities of each team member in advance. Additionally, decision-making and action processes must be transparent and well-understood by all, to ensure overall effectiveness and avoid confusion in circumstances where the sense of urgency and the level of anxiety may be considerable.
Mutual culture and shared values
The ability of an organization to maintain stability and resilience during a crisis, regardless of its type, is directly related to the durability and consistency of its core values and fundamental principles.
Amidst uncertainty, the military provides an interesting example where this aspect is particularly relevant. Soldiers are trained throughout their career to operate effectively in chaotic situations, often referred to as 'the fog of war'. They evolve within an organization that places strong emphasis on cohesion and the development of a shared identity, founded on common values and a sense of belonging, an ‘esprit de corps’ which ensures selflessness and unwavering commitment.
The organization's values provide structure, while shared culture facilitates mutual understanding, trust-building, clear communication that enables effective delegation. In an organization where each roles and responsibilities are known and with clear objectives and mission statement, delegation allows the flexibility, agility, and responsiveness required to operate successfully in risky, complex, and uncertain environments.
Humility in the face of uncertainty
It is crucial to maintain responsiveness by being open to surprises and disruptions. This requires preparing for crisis situations and developing resilience skills to ensure permanent flexibility and agility in adapting to changing environments. The world’s discontinuity in which we live requires us to adopt a realistic perspective and accept that what may seem impossible today could become a reality tomorrow. The exponential interconnection of our world accelerates the pace of history and the crises it produces, while amplifying our illusion of knowledge and control as well. Even though it often accelerates pre-existing trends, a crisis of great magnitude represents a phase of disruption as it calls for a deep questioning and a time for change.