A team emergency is an unforeseen situation that requires immediate, decisive action. It can arise from almost any sudden change, including the discovery of a serious design or manufacturing flaw; a reduction of budget or other resources; a competitive threat; or the loss of key personnel.
Usually, teams search for emergency responses using their normal, meeting-upon-endless-meeting work style. But since most emergencies demand immediate responses, team members can become frustrated, anxious, and fearful when their usual approach fails them. Interpersonal conflict erupts, people begin to attack or withdraw, and they might even hurt each other emotionally. In emergencies, permanent damage both to teams and to relationships is common.
Much of the conflict we see in teams originates during unacknowledged emergency situations. If we can learn to acknowledge emergencies, we can temporarily restructure our processes, and eliminate some sources of interpersonal conflict.
You'll do better if you have a plan. Here are some guidelines for preserving your high-performance team as it deals with emergencies.
- Formally declare the emergency
- Formally declaring "Condition Red" lets everyone know that the usual procedures are suspended, and emergency procedures are in effect. This protects you from long-term precedents that might otherwise persist after the emergency. When the emergency passes, formally declare its passing, too.
- Choose an appropriate decision-making process
- If you don't have a plan,
you can't follow it
- Consensus usually produces the best decisions, but consensus takes time. In an emergency, use a more centralized process — perhaps one with a single authoritative decision maker. See "Decisions, Decisions: I," Point Lookout for November 17, 2004, for a catalog of decision-making processes.
- Think short-term
- In emergencies, long-term optimizations become irrelevant when compared with short-term survival. Shift to a shorter-term perspective. If you normally think about this quarter, think about this week. If you normally think about this week, think about today. Failing to think short-term is an important source of conflict and failure in emergencies.
- Train and simulate
- Train your team. In simulations, they can practice emergency procedures, and learn what emergencies feel like. Make emergencies familiar territory.
- Delegate more deeply
- To reduce frustration, temporarily delegate authority more deeply into the organization. In emergencies, raise spending authority thresholds and reduce the number of sign-offs required.
- Relax cost controls
- There's little point to saving $23k when $2.3 billion is at stake. If you normally don't feed or house your team, consider doing so. If you already do, upgrade what you do for them. Offer compensatory time off and combat pay.
- Never cry wolf
- Reserve your emergency plan for emergencies. A bone-headed project plan that fails miserably isn't an emergency — it's a bad plan. Take responsibility for it — don't shift the burden to the team by declaring an emergency.
In a single day, you can witness the final hours of a brand that took ten years to build. Or you can see it re-emerge stronger than ever. From Tylenol to JetBlue — no brand is exempt. And the outcome depends not only on what you say to the public, but on how well you communicate internally — to each other. 101 Tips for Communication in Emergencies is filled with tips for sponsors of, leaders of, and participants in emergency management teams. It helps readers create an environment in which teams can work together, under pressure from outside stakeholders, in severely challenging circumstances, while still maintaining healthy relationships with each other. That's the key to effective communication in emergencies. It's an ebook, but it's about 15% larger than "Who Moved My Cheese?" Just . Order Now! .
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More articles on Project Management:
- Toxic Projects
- A toxic project is one that harms its organization, its people or its customers. We often think of toxic
projects as projects that fail, but even a "successful" project can hurt people or damage
the organization — sometimes irreparably.
- An Agenda for Agendas
- Most of us believe that the foundation of a well-run meeting is a well-formed agenda. What makes a "well-formed"
agenda? How can we write and manage agendas to make meetings successful?
- False Summits: I
- Mountaineers often experience "false summits," when just as they thought they were nearing
the summit, it turns out that there is much more climbing to do. So it is in project work.
- Planning Disappointments
- When we plan projects, we make estimates of total costs and expected delivery dates. Often these estimates
are so wrong — in the wrong direction — that we might as well be planning disappointments.
Why is this?
- Lessons Not Learned: I
- The planning fallacy is a cognitive bias that causes us to underestimate the cost and effort involved
in projects large and small. Mitigating its effects requires understanding how we go wrong when we plan
projects by referencing our own past experience.
See also Project Management for more related articles.
Forthcoming issues of Point Lookout
- Coming February 28: Checklists: Conventional or Auditable
- Checklists help us remember the steps of complex procedures, and the order in which we must execute them. The simplest form is the conventional checklist. But when we need a record of what we've done, we need an auditable checklist. Available here and by RSS on February 28.
- And on March 6: Six More Insights About Workplace Bullying
- Some of the lore about dealing with bullies at work isn't just wrong — it's harmful. It's harmful in the sense that applying it intensifies the bullying. Here are six insights that might help when devising strategies for dealing with bullies at work. Example: Letting yourself be bullied is not a thing. Available here and by RSS on March 6.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenIyeJIiAfnGdKlUXrner@ChacsxirZwZlENmHUNHioCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, )
- Get 2003-4 in Why Dogs Wag (PDF, )
- Get 2005-6 in Loopy Things We Do (PDF, )
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
- Get 2009-10 in The Questions Not Asked (PDF, )
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )
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