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:
- How to Make Good Guesses: Strategy
- Making good guesses — guessing right — is often regarded as a talent that cannot be taught.
Like most things, it probably does take talent to be among the first rank of those who make conjectures.
But being in the second rank is pretty good, too, and we can learn how to do that.
- 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.
- Ten Approaches to Managing Project Risks: I
- Risk management usually entails coping with losses if they do occur. Here's Part I of a concise summary
of the options for managing risk.
- Ten Approaches to Managing Project Risks: II
- Managing risk entails coping with unwanted events that might or might not happen, and which can be costly
if they do happen. Here's Part II of our exploration of coping strategies for unwanted events.
- Unresponsive Suppliers: II
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See also Project Management for more related articles.
Forthcoming issues of Point Lookout
- Coming July 8: Multi-Expert Consensus
- Some working groups consist of experts from many fields. When they must reach a decision by consensus, members have several options. Defining those options in advance can help the group reach a decision with all its relationships intact. Available here and by RSS on July 8.
- And on July 15: Disjoint Concept Vocabularies
- In disputes or in problem solving sessions, when we can't seem to come to agreement, we often attribute the difficulty to miscommunication, histories of disagreements, hidden agendas, or "personality clashes." Sometimes the cause is much simpler. Sometimes the concept vocabularies of the parties don't overlap. Available here and by RSS on July 15.
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Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.
- Bullet Points: Mastery or Madness?
Decision-makers in modern organizations commonly demand briefings in the form of bullet points or a series of series of bullet points. But this form of presentation has limited value for complex decisions. We need something more. We actually need to think. Briefers who combine the bullet-point format with a variety of persuasion techniques can mislead decision-makers, guiding them into making poor decisions. Read more about this program.
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