By Jim Lukaszewski: For more than 40 years I have been teaching and pleading about ways to handle crises effectively. Given that the number of crises has remained the same during that time frame, I’m going to take a different approach. But first, let me share my philosophy about crisis management and mismanagement. How Problems Become Crises All crises begin as smaller, manageable organizational or leadership problems. Problems migrate into crises for three crucial reasons: Management ignores problematic issues in their formative stages before actual crises begin happening. All crises create victims, and they are intentionally ignored, and often defensively attacked. It is a behavior that is learned both in management school and as a practice by upper-level managers and leaders. I refer to this often as “cohort domination.” It’s like calling your cohort member or mom before you call the fire department. Knowing intuitively what the correct steps are likely to be, but refusing to go in that direction, because it’s irritating, it’s an admission of failure, or you want to try something. The major lesson of more than 40 years of helping smart people and people who should know better reduce or eliminate their bungling is simply this: All questionable, inappropriate, unethical, unconscionable, immoral, predatory, improper, victim-producing, and criminal behaviors are intentional. All ethical, moral, compassionate, decent, civil, and lawful behaviors are also intentional. The choice is always available, always clear, and always up to those in charge. Unconscionable intentions, behaviors, actions, decisions, those that vilify, damage, demean, ...
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