Decision-making is a way of life as countless decisions have to be made on a daily basis. Sometimes, decisions have to be made in a split second whereby no time is afforded to analyze the situation or to consult others to come to an agreeable decision. In such a situation, the emergency manager has to consider some factors. Firstly, an emergency manager has to rely on his knowledge, experience, and proper reasoning/judgment in order to make a split-second decision (Hansen, 1992). While doing so, the focus has to be maintained to keep the situation under control while at the same time being able to fix the problem and the resultant repercussions.
The emergency manager must be able to withstand unexpected pressure. Since there is little or no time for analysis, the manager must have the ability to “think on their feet” or trust their “gut feeling.” The way one responds to unexpected pressure before any situation deteriorates should be a guiding factor. Possession of verbal communication skills is vital in calming a situation which might get out of hand. As such, an emergency manager must have the ability to communicate effectively before a situation escalates and fix the problem. The manager can employ both verbal and non-verbal means of communication like hand gestures and nodding the head.
Delegate your assignment to our experts and they will do the rest.
Critical thinking skills are essential in making a sound judgment when a problem needs to be solved in a split second. An emergency manager should employ logic, reasoning, and reflective thought when dealing with emergencies. Such skills can be learned informally through life experiences and others theoretically through formal training. A manager can also rely on experience and memories or at times rehearse on how to handle emergencies and decision-making in the blink of an eye. By doing so, one can then sub-consciously draw on experience and make the right decision. A good manager should also be able to own up any mistakes regarding their decisions and also learn from them (Holder, 2004).
An emergency manager should apply participatory decision-making which allows all staff members, senior and subordinate staff to contribute ideas and share the responsibility for the attendant consequences. This way, everyone feels as part and parcel of the organization and works towards the common good with the “we are in this together” mentality. In case of errors, there is the least likelihood of conflict as everyone is involved and there is the added benefit of team cohesion and is a morale booster which improves efficiency in the workplace.
References
Hansen, B. (1992). Split second decision making: Winning strategies for business managers . Chula Vista, CA: ICAN Press.
Holder, J. (2004). Environmental assessment: The regulation of decision making . Oxford: Oxford University Press.
