Declaring Condition Red

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.

After an emergency, when everyone has given 120% and saved the company, thank them in some way they will never forget. It will be the best investment you ever made.  Top    Next Issue

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And on December 19: Embarrassment, Shame, and Guilt at Work: Creation

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