Crisis Leadership – 2

We are now at the moment when suddenly we realize that reality doesn’t abide by the good old rules.  It has become chaotic, impossible, irritating by its lack of logic and overwhelming through its uncertainties recently made apparent.

We perceive the reality going wild through images, opinions, feelings and rumors that alter our reason.  In order to control and solve the crisis information must become consolidated, effective and logical – in other words to become the reasonable basis for decision making.

The information initially available refer mostly the effects of the crisis.  Such information come from everywhere and nowhere, they don’t always make sense, they are bewildering and induce or amplify our feeling of uncertainty.

The financial crisis is initially translated by chaotic movement of prices and volumes.  The military crisis becomes the object of attention through unclear movements of troops indicated by field reports and satellite images.  The diagnostic upon which the medical treatment is prescribed is derived from analyses results.  The imminence of a flight emergency draws the attention by atypical values measured by navigation systems.

Calm must become the centerpiece.  The panic jamming noise must be replaced by the cool strict flows of information – steady, objective and sometimes in contradiction with normal impulses.  There must be people concentrating on collecting dry data and not on minimizing the damages.  Subjectivity, no matter how human, does not have the merit of helping those that will and must solve the situation – with all their grey cells exclusively dedicated to cold analysis.

In the midst of dizziness and mind-blowing bombardment of abnormal information, a leader must call for, consolidate and control an efficient evaluation of the situation.  Without clear and structured information, crisis will continue to dominate and abduct our chance of defeating it.