Dr. Gary Carlson

In conflict resolution it is important we redirect all employees to the party they have a concern. We know that it might not be adviseable in all cases to recommend this with two parties that are not emotioanally ready to confront another employee with issues. In those cases it is best to gather as much of the facts as you can and then interview each party. Communication is 7% verbal, 13% body language and 80% listening. The listening part is where you can best evaluate and analyze the issues. When you have been a good listener to all stakeholders you… >>>

I had added it as an attachment. (Here is the memo we used for Swine Flu crisis management. Dear Colleagues, In response to the rising number of cases of swine flu in the U.S., the White House has declared a public health emergency. The Center for Disease Control and Prevention (“CDC”) clarified that a “public health emergency should not be cause for alarm or panic but rather heightened awareness.” Our main priority is keeping students, faculty and staff safe and healthy. We are closely monitoring this situation and taking appropriate steps. As we do with any contagious illness, we will… >>>

Susan, I appreciate your thoughts regarding alternatives in case of a crisis. Your ideas can certainly be part of the plan. Crisis is not always a time where we give up the ship for less than appropriate progress. You have identified some good alternatives to the swine flu scare if it was to show up in a corporation, school or business. It may be that some functions could be accomplished through other means. Leadership should always keep in mind that a crisis can cause panic if there isn't a plan in place. With today's media coverage of such issues as… >>>

The challenge is finding out what the variables may be that is causing the unwanted outcomes. Change is the remedy or the culprit. Many times the solution with a change agent may not be the right answer. But, you can always go back to the drawing board. From every solution that doesn't work you can draw more information to create your next step to the workable outcomes. It takes time to fine tune change for solutions into the best possible outcomes. The secret to fine tuning is not to give up when you are getting close and you don't always… >>>

Susan, You sound like you approach an issue with detail and patience if the siutation will allow you to weigh the variables. Your stakeholders are key to resolve any issue. The ownership and resolution will be better if you can involve your people. Communication can be measured by 7% verbal, 13% body lanugage and 80% listening. This is a two way talent for your employees and you as a manager. Solutions to issues comes from our ability to listen carefully. Additionally we need to know our strengths and weaknesses. Employ our strengths and engage others with strengths we may not… >>>

The best plan is to recognize the potential of crisis. From there you need to have people who are solid leaders and are not panic stricken but can be problem solvers in conditions that may affect the key stakeholders and operations. A good crisis plan consist of what if questions. Brainstorming the what ifs and then creating organizationally accountability and responsibility for the challenges at hand. Clear communication that is two way between those that need to know should be regular and consistent. You may not come up with all the what ifs but with the mind set you have… >>>

Being proactive is the best practice for being prepared for a crisis. Keep in mind crisis is just what it means. When in crisis no matter if you have a plan there are unforeseen issues. I can give you two experiences I have had where I worked for a very organized and forward thinking corporation where crisis management was a matter of practice Some of our employees were completely displaced by a hurricane. We instituted a leader council that met daily to engage in the crisis for our employees and our customers. I would like to say we were ready… >>>

Lauren, You are correct in your conclusion that it may not be possible to be completely prepared for a crisis. The key to crisis managment is to consider what are the potentials for crisis with your business operations. Your considerations would include natural disasters from hurricanes, tornadoes, bilizzards, floods, earthquakes etc. In addition to natural disasters comes economic downfalls with national retail sales, bank failures, credit availability to meet payroll, product recall, consumer image of product etc. One more would be poor publicity about your company, business or product. Each of the above mentioned potentials can and are dangerous if… >>>