First, enhance the ability of perception and prediction.
1. Keep the balance of values. Corporate culture can evaluate production and preventive measures, but these values and expectations must be expressed through the actions of leaders, who can send important information to members of the organization to explain what kind of behavior can be appreciated. In order to remain competitive in an environment with increasing variables, leaders must help employees learn and deal with the relationship between conflicting goals, rather than choosing a goal.
2. Try to stay alert. It is difficult to be vigilant, because it is difficult for people not to act according to their nature. In order to keep a high degree of vigilance, we pay more attention to our failures than to our successes. Give up routine and retest every behavior; Pay more attention to tactics and specific details to make the reaction better afterwards. Instead of preconceptions, we must finally admit that some people know more than us.
3. Establish a sense of urgency. Managers must keep employees sensitive to the possibility of accidental mistakes upgrading, and both should have anxiety about their own weaknesses and a sense of responsibility for reliability. The knowledge of one's own weakness increases the opportunity of learning, which is very important for error-free operation. This knowledge can be seen from two aspects: first, people's commitment to reliability; The second is that they admit that even if they think they know their system and the way it may fail, unexpected problems are still possible. They have not seen or thought about every possible failure mode, and complacency is very dangerous.
4. Create a learning culture that treats mistakes well. Learning in a work team requires learning many behaviors, including seeking feedback, sharing information, asking for help, discussing mistakes and conducting experiments. Only through these behaviors can the team be aware of the changes in the environment. Understand the customer's requirements, improve the overall judgment of its members on the form, or discover the unimaginable consequences caused by previous actions. Therefore, we should create an open atmosphere through actions and expectations, in which managers and employees dare to expose accidents, instead of hiding and asking for help when needed. Make them feel easy to admit their mistakes.
5. Strengthen imagination as a tool for emergency management. The vigilance management of emergencies consists of the following links: small differences may lead to inference of results; Unconfirmed speculation and imagination; Thinking simulates the interaction between small differences; Imagination of choosing a mode of action, etc. These conjectures may conflict with measurement and quantitative culture. For example, managers can spend more time on management, simulate alternative future prediction scenarios at executive meetings, identify possible results, and selectively assign tasks to individuals or groups.
6. Encourage skepticism about news. Skepticism is an odd form. When a report meets the requirements of skepticism and the skeptic tries to prove the report independently, two kinds of observations will appear at this time. The first observation is the initial observation, and the second observation may support or refute the first observation, or it may be double-examined by another skeptic, which can easily offset complacency and provide more ways to deal with problems. We should seriously think about reporting good news instead of bad news and see if anyone is hiding it.
7. Establish vigilance in an innovative way. One of the most unusual things AES has done is that they insist that "we will always knock it down whenever we have the chance". Pushing it down is always the last thing managers do, but every time they push it down, it will always be slightly different from the last time. These experiences may make managers realize the truth they missed. Get the maximum benefit. This also requires vigilance. Be more alert, know what you have missed, information that can predict new results, suspected strengths, unexpected weaknesses, and rearranged results.
Second, enhance control and response capabilities.
1. Only by remembering dialectical thinking can we establish a reaction mechanism. When an emergency worsens into serious damage, the result must be that some are ordinary and some are fresh. Look for things that have never been seen before and solve them immediately, but in order to maintain the symbolic meaning of participation, it is unthinkable to keep the context brought by past experience. Maintaining the coexistence of positive emotions and negative emotions is conducive to enhancing the absorption of information and the rationality of action, at least in a stable form.
2. Make full use of media tools. Unexpected events are often chaotic, and people need to make full use of media tools to establish some views on the problems they face. Face-to-face communication is usually considered as the most adequate communication, but it is much worse in terms of timely feedback. Telephone, personal written communication form, letter and memorandum official written communication form (announcement) can give timely feedback at the first time. Using them can ensure that everyone's voice can be heard quickly.
3. Increase the ability of holding the ball and reaction. Coping requires profound knowledge. Normal training, whether it is frequent job rotation or learning from setbacks, is very important, because it increases people's reaction ability, so it will inevitably increase the scope of attention and problem solving next time. When people enhance their ability to act, they can see the danger more clearly, because no matter what they see, they have certain coping methods.
4. Maintain redundant capacity. A poor and stingy organization may shine in a short time, but it will also collapse in the first unexpected attack, because it is too simple and deprives the organization of its response ability and adaptability. The response ability should be improved by encouraging people with corresponding knowledge to enter the self-organized special network that provides experts to solve problems. These networks are a common non-commitment resource source, which is necessary to solve emergencies in a coping way.
5. Balance centralization and decentralization. Decentralization and centralization in management organizations often maintain a delicate balance through close social ties around certain core cultural values and loose social ties around these values. Excessive centralization will weaken the local control ability and problem-solving ability, on the contrary, excessive decentralization will weaken the ability to understand and respond synchronously to greater threats.
6. Reduce complacency. The ability to deal with crisis forms depends largely on the structure that has been formed before the arrival of chaos. An emergency is a sudden and cruel audit to some extent. Just in an instant, anything that is not prepared will become a complicated problem. At this time, controlling the situation can increase knowledge and prediction ability and make preparations.
If managers don't know the cost of reckless action in a complex and predictable world, it means they are not ready. If managers don't know that increasing their preparedness for emergency management seems more reckless and will make things worse, rather than being careful will make things better, then they are not ready. These are very practical skills that managers should learn.
In addition to establishing emergency mechanisms and emergency plans, the leadership of emergency management is also reflected in the following aspects:
First, quickly set up emergency agencies and establish smooth information transmission channels;
Second, being able to get to the scene at the first time is not only conducive to understanding the facts on the spot, but also comforting the groups in crisis;
Third, be able to consult the opinions of other members of the team extensively, without being arbitrary or indecisive;
Fourth, the ability to withstand pressure is very strong and keep calm in the face of great pressure;
Fifth, clear rewards and punishments, timely commend meritorious personnel, and punish those who violate the system or harm the interests of the company;
Sixth, make full use of the company's internal and external resources, especially the government, media and experts, to create a good atmosphere conducive to resolving the crisis;
Seventh, be good at inspiring the morale of team members and timely understand the psychological changes of team members in a crisis state;
Eighth, we can summarize the gains and losses in crisis response in time and turn them into institutional documents, which is conducive to the next crisis response.
According to the above contents, we can find the places that need improvement according to the actual situation of the enterprise.