Leadership skills for a turbulent future
Eng. Winifred Patricia Johansen Doctorate Researcher on Leadership in Crisis. University of Bradford
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What is a Crisis?
Crises are not discrete events but rather high intensity nodes in ongoing streams of social interaction�, a shared perception of threat to basic structures, fundamental part, or value of society, norms of social systems which under pressure and uncertainty necessitates decisions making and requires urgent action by authorities.
(Rosenthal et al. 2001;Backman and Rhinard 2017).
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The nature of crisis is changes. Future Crises will: • Be difficult to detect and control • Transcend borders (organizational, national, cultural etc.) • Have imperceptible development • Require transboundary solutions • Affect more people • Last longer
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What skill sets must tomorrow’s leaders have in order to: 1. Make sense of crisis pathogens? 2. Have early mitigative adaptation? 3. Have disaster preparedness to alleviate damages? 4. To enhance resilience post crisis?
LEADERSHIP IS A HIGH RSIK OPERATION AND MUST BE TREATED AS SUCH
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None-Technical Skills (NTS) can be defined as “the cognitive, social and personal resource skills that complement technical skills, and contribute to safe and efficient task performance� (Flin et al. 2008)
Situational Awareness
Decisionmaking
Communication
LEADERSHIP
Managing fatigue
Teamwork
Copying with Stress
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Because sensemaking is made in the context
Information overload contributes to
of the social world, it is important to
clattering the decision-making landscape and
understand that social world, the people, the
induces stress that undermine sensemaking.
organizations, or institutions at the heart of the crisis as well as their interplay with other entities involved
(Boin et al. 2013; Combe and Carrington 2015).
Sensemaking requires:
well-rehearsed information processing, sharing, analysis, creating and efficiently communicating a comprehensive dynamic picture with possible “futures�, potential consequences that is understandable to everyone. (Boin et al 2013)
Stress has been found to have a profound effect on cognitive functions. It is it very hard to correctly process information while experiencing high levels of stress. (Kahneman 2011; Maitlis et al. 2013)
Sensemaking involves turning circumstances
into a situation that is comprehended explicitly in words and that serves as a springboard into action.
(Weick and Sutcliffe 2015).
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References:
Backman, S. and Rhinard, M. (2017) The European Union's capacities for Managing Crisis. Journal of contingencies and crisis management. Boin, A., Kuipers, S. and Overdijk, W. (2013b) Leadership in Times of Crisis: A Framework for Assessment International Review of Public Administration Combe, I. A. and Carrington, D. J. (2015) Leaders' sensemaking under crises: Emerging cognitive consensus over time within management teams. The Leadership Quarterly 26 (3), 307-322. Flin, R., O'Connor, M. and Crichton, M. (2008) Safety at the Sharp End: A Guide to Non-technical Skills. Ashgate: Aldershot Kahneman, D. (2011) Thinking, Fast and Slow. London, Allen Lane. Maitlis, S., Vogus, T. J. and Lawrence, T. B. (2013) Sensemaking and emotion in organizations. Organizational Psychology Review 3 (3), 222-247. Rosenthal, U., Boin, A. and Comfort, L. K. (2001b) Managing crises : threats, dilemmas, opportunities. Springfield, Ill.: Charles C Thomas. Weick, K. E. and Sutcliffe, K. M. (2015) Managing the unexpected : sustained performance in a complex world. Third edition. edition. Hoboken, New Jersey: Wiley 7/24/20 |
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