We are pleased to announce the publication of Number 23 in our Occasional Paper strand.
It’s called Controlling Your Crisis and is written by Mark Leigh, our Resilience Capability Lead who runs the EPC Insight Programme. Its core theme, establishing a sense of control in a crisis, is likely to be your first and most immediate priority. But it’s hard, and in situations like that you will be more vulnerable than normal to range of influences, biases, pressures and stressors – all of which can affect your judgement and choices.
You’ve also got to rise above that “internal” crisis – the pressure on you to perform, meet expectations and deliver as a good leader in very difficult circumstances. That’s when the 'Hot Seat' is a difficult and lonely place to be – for anyone. High stakes decision-making in uncertainty is never easy. There’s no panacea. Nobody can give you control of your crisis. And why do we refer to “taking” control, as if it’s something handed to us? Perhaps we can “take” command (when it is conferred upon us), but control (like respect) is something that must be won and then kept?
Understanding that range of influences, biases, pressures and stressors – and how they work - is the first step. The second step is having a set of simple tools and ideas that can help you moderate these influences. That’s what this short and practical paper is all about.
Have a read of Controlling Your Crisis and let us know what you think.
If this subject interests you, take a look at the following EPC papers on related themes:
OP12 - Information Management and Shared Situational Awareness
OP15 - Critical Thinking in Crisis Management
PP1 - Decision Support Tools for Risk, Emergency and Crisis Management
PP4 - Leadership in UK Multi-Agency Emergency Co-ordination Groups