Using Crisis Response Factors in the Absence of a Crisis by Harvard Business Review
“…What is it about a crisis that causes people and organizations to step up to new levels of performance?
There are three factors that are always present in the human response to them:
- Urgency: is the realization that time matters — that there are clear goals and even clearer consequences if they are not achieved quickly
- Empathy: is the identification that people feel with the crisis, the sense that we are connected and that one day we could be in the same situation and would want others to help us too
- Innovation: is the freedom to respond in ways that are out of the ordinary, that don’t get caught up in red tape, approvals, and complex decision-making.
Whenever these three factors are present, individuals and organizations tend to raise their game.
But when the crisis passes, these three factors also fade…Eventually, the focus…will go back to “normal” even though the needs…will still be far beyond ordinary.
A second lesson, however, is that managers need to find ways of sustaining urgency, empathy, and innovation if they want to expand and scale their improvements. It’s easy for people to go back to “normal” when a challenge is over and an initial result achieved. The hard work for managers is to build on short-term successes after people have achieved them.
Imagine how much better organizations could perform if managers could learn how to systematically tap into these reserves without waiting for a crisis, and then sustain the results. And imagine how much better prepared for all kinds of crises we would be if we greeted the more everyday challenges — not just the major crises — with urgency, empathy, and innovation.
Have you seen examples of these hidden reserves in your organization? Have you been able to build on them for the longer-term?”
Thank you Rhino for the Inspiration…