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Full Description
In today's world, the need for effective crisis management extends far beyond traditional emergency response personnel. With an increasing number of people facing high-stakes decisions under pressure, the demand for agile and resilient problem-solvers is higher than ever. The aging demographic in emergency services and the high turnover due to burnout make the challenge difficult to build expertise through experience alone. This book addresses these issues, providing a knowledge base to help individuals and teams operate effectively in volatile, uncertain, complex, and ambiguous environments.
This comprehensive guide covers a range of topics essential for navigating and leading in crises. It offers insights into the trends contributing to today's turbulent landscape and provides strategies for resilient and agile problem-solving. Readers will learn how to lead teams in uncertain conditions, mobilize and manage resources effectively, and enhance coordination among multiple organizations.. By using a framework to explore the challenges for the self; the social context and the problem-solving situation, the authors present a series of practical tools to help practitioners navigate through volatility, uncertainty, complexity and ambiguity to guide action. It will equip any reader with the skill set to confidently tackle incidents, disasters and crises in whatever setting they find themselves in.
Decision Making Under Pressure: A Crisis Management Sourcebook for Practitioners is an ideal read for practitioners, educators, scholars, and students looking to enhance their decision-making and leadership skills in high-pressure situations, especially those in occupational health and safety, risk management and organizational resilience, ergonomics and human factors, emergency management, crisis leadership and professional development.
Contents
Part 1: The High Consequence Context. 1. The Context: Making Decisions in Deep Uncertainty. 2. Planning for Decision Making in Dynamic Contexts. Part 2: You the Decision Maker. 3. The Neuroscience of Decision Making. 4. Leading Under Pressure. Part 3: Teams, Groups and Collectives. 5. Leading Teams Under Pressure. 6. Multi Stakeholder Coordination and Influence. 7. Communities and Collectives. Part 4: Iterative Learning for Conscious Inquiry and Improvement. 8. Understanding Why Plans Fail. 9. Learning From Experience and Building Capability. 10. Conclusion.
