Auteur Sujet: Gestion et prévention de crise (Lu 1733 fois)

DavidManise

Salut ${$default_smiley_smiley}$

Je ne résiste pas à l'envie de vous balancer en anglais un petit sblotch sur la gestion de crise... Ca vient de l'Université du Michigan. Je trouve ça très pertinent à la gestion des situations merdiques en survie... même si à la base on parle de survie des organisations, on s'en fout. C'est applicable à plein de trucs !

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Preoccupation with failure. Encourage the reporting of errors and pay attention to any failures. These lapses may signal possible weakness in other parts of the organization. Too often, success narrows perceptions, breeds overconfidence in current practices and squelches opposing viewpoints. This leads to complacency that in turn increases the likelihood unexpected events will go undetected and snowball into bigger problems.
Reluctance to simplify interpretations. Analyze each occurrence through fresh eyes and take nothing for granted. Take a more complex view of matters and look for disconfirming evidence that foreshadows unexpected problems. Seek input from diverse sources, study minute details, discuss confusing events and listen intently. Avoid lumping details together or attempting to normalize an unexpected event in order to preserve a preconceived expectation.
Sensitivity to operations. Pay serious attention to minute-to-minute operations and be aware of imperfections in these activities. Strive to make ongoing assessments and continual updates. Enlist everyone’s help in fine-tuning the workings of the organization.
Commitment to resilience. Cultivate the processes of resilience, intelligent reaction and improvisation. Build excess capability by rotating positions, creating additional sources of knowledge and adding new skills. Be mindful of errors that have occurred and take steps to correct them before they worsen. Once the fix is made, make every effort to return to a state of preparedness as quickly as possible. Be ready to handle the next unforeseen event.
Deference to expertise. During troubled times, shift the leadership role to the person or team possessing the greatest expertise and experience to deal with the problem at hand. Provide them with the empowerment they need to take timely, effective action. Avoid using rank and status as the sole basis for determining who makes decisions when unexpected events occur.

Voir ici : http://www.bus.umich.edu/FacultyResearch/Research/ManagingUnexpected.htm

Ciao ${$default_wink_smiley}$

David