Decisions must be made quickly amidst ambiguity. The consequences are high while the margin of error is small.
This stands in stark contrast to ‘routine’ settings where strategies are carefully crafted, and stability—or at least predictable variability—undergird plans and projections. Executives confidently predict the future, and in many cases, their performance is judged on how well they do so. Yet, it is increasingly clear that such certainty is an illusion. Even before the current pandemic rocked the world, record floods, droughts, fires, and other calamities were injecting uncertainty into the operating environment. Acts of terror and other unrest too regularly disrupted the ‘routine’.
We and our colleagues at the National Preparedness Leadership Initiative at Harvard have been studying leaders in crisis situations for almost two decades. Through our field research, we have stood alongside them during or soon after turbulent incidents ranging from extreme weather to industrial accidents, terror attacks and, yes, infectious disease outbreaks. Our work has continued through the current pandemic.
この記事は Indian Management の August 2020 版に掲載されています。
7 日間の Magzter GOLD 無料トライアルを開始して、何千もの厳選されたプレミアム ストーリー、9,000 以上の雑誌や新聞にアクセスしてください。
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この記事は Indian Management の August 2020 版に掲載されています。
7 日間の Magzter GOLD 無料トライアルを開始して、何千もの厳選されたプレミアム ストーリー、9,000 以上の雑誌や新聞にアクセスしてください。
すでに購読者です? サインイン
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