One of the most disturbing but important aspects of leadership is the ability to tackle and solve problems. This situation even becomes worse if urgency and crisis face the situation at hand. This tends to leave many individuals wallowing in the miasma of desperation not knowing which the right action to take is. To do this right, some persons have chosen to focus on different ways to handle this crisis in the safest ways possible to ensure minimal injuries and maximum survival chances. These catastrophes may be earthquakes, mine breakdowns, or even foreign attacks. All these scenarios and much more require one to make a quick reaction and at the same type ensure total accuracy. To do this, one is bound to have this three points on his fingertips, (1).The underlying conditions that have caused the calamity (2).the emergency situation that has been caused by the catastrophe (3).how to recuperate from the situation.
Facing the task
Initiative choices are portrayed as the minutes in which various leveled obligation stands up to a discrete, unmistakable and down to earth opportunity to submit resources for some course in light of a legitimate concern for achieving the goals. Settling on quality decisions has been graded as one of the essential parts in the initiatives. For example, Master Gary Yukl has recognized it as one of a couple of focus limits expected of all pioneers.
Delegate your assignment to our experts and they will do the rest.
Taking full control
After scrutinizing and putting all this into consideration, Golborne made up his mind to visit the disaster site. It's that decision that sparkle numerous decisions which in line provoked him to accept the risk associated with settling the crisis fully. In Chile, the Ministry of Mining has reliable power yet not working on selective endeavors, for instance, the San Jose mine. However, on arrival at the mine site, considering that the excavators' lives and the reputation of the country were being referred to, he found out that the whole burden ahead of him needed quick actions. Probably it would have proven to be troublesome for him to accomplish something unique. Having been previously involved in the mining practices, then he was deemed the best-qualified man for the job.
Planning on tackling the crisis
After taking full control of the situation to safeguard the national government's interests, he now stood up to a trial. In this sense, he is trying to execute a speedy recuperation having in mind that the survival time for the trapped miners was limited. Despite being unaware of the situation in the mines or the assets involved, Golborne reasoned that he would need to quickly come up with an emergency response team capable of making and executing the plan to rapidly get the excavators trapped 2,000 feet underneath the surface despite lack of access to earlier used shafts or entries.
Challenges
This drive to form an achieving group that would save the situation in the minimal time available helped salvage the situation a bit. After the idea to exhaust 5-inch boreholes to try and spot the excavators and after that square out on the provisions popped up, Golborne picked decided that it should be the next immediate move but on condition that the mining master would assume full accountability of the undertaken process. "I understood that in the specific issues we didn't have the required authority. In spite of the fact that I am an architect," he admitted, "I don't have any specialized learning about mining."
Friendly dilemma
As this was happening, the families of the workers, on the other hand, showed different ways to approach the situation. One of the relatives' representatives announces that "We're not going to desert this camp until we go out with the last digger left.” On the other hand, Copper Corporation of Chile (Codelco) had sent one of its security executive, investigators René Aguilar, and Golborne administered him the obligation to be in touch with the diggers' relatives. Also, he would try to manage the subcontractors Cristián Barra, the agency supervisor for the Ministry of the Interior was assigned with the task of managing the secure gathering's relations that involved the national government. Using principles from one of Jim Collins books, he deprived the CEO any chance in the teams.
Final action to end the crisis
In an attempt to make the best decision, Golborne turned to his to find and later evacuating the trapped miners. On this, he opted to use the repetition routine, looking at two methods concurrently so that in the event one method failed time would not have been lost trying to get a substitute option. This type of training is also found in other emergency action organization's conditions. To locate the excavators, Golborne decided to use two different approaches In one approach; they would try to enter downwards to a ventilation shaft very close to the excavator. The second method would mainly be used to bore a whole to where the miners had been trapped. Based on the latter strategy, the team would be needed to drill deep below 2000 feet with just a deviation of a degree or two which would be considered risky. Despite all this, he still ended up taking the two options.
Conclusion
In conclusion, it is evident that as a leader, one should be armed with the necessary skills to handle an emergency situation and the most efficient way possible to avoid aggravating the damages.
References
Anderson, B. (2014). Encountering effect: Capacities, apparatuses, conditions. Ashgate Publishing, Ltd.
Bessis, N., Asimakopoulou, E., & Xhafa, F. (2011). A next-generation emerging technologies roadmap for enabling collective computational intelligence in disaster management. International Journal of Space-Based and Situated Computing, 1(1), 76-85.
Cottle, S. (2013). Journalists were witnessing disaster: From the calculus of death to the injunction to care. Journalism Studies, 14(2), 232-248.
Evans, L. (Ed.). (1974). Disaster in Chile: Allende's Strategy and why it Failed. New York: Pathfinder Press.
Useem, M., Jordan, R., & Koljatic, M. (2011). How to lead during a crisis: Lessons from the rescue of the Chilean miners. MIT Sloan Management Review, 53(1), 49.
