There’s a difficult job, a real problem, the metaphorical hot potato which, once touched, spells doom. But, somebody somewhere at some time has to do something. In the ensuing crisis, and just as one person’s problem is another’s opportunity, we have an opportunist. As Machiavelli wrote “never let a crisis go to waste”, every cloud can have a silver lining for some, and opportunity rarely knocks twice.
As with most problems, and with the benefit of hindsight, the problem should never have happened in the first place. It should have been identified and corrected as part of some due process. However, upon discovery excuses abound and include, we were short staffed, we had other priorities, it was summer in Europe, Lunar New Year in Asia, school holidays, Christmas, etc etc. In a nutshell, the events that caused the problem and the necessary checks and balances were missed…It happens. We also realise that business as usual was ignored in the belief, at the time, that nothing could go wrong.
When It, the problem, happens and the crisis looms there are three main approaches:
- dive for cover, do nothing, say nothing and hope nobody will see you or notice,
- own up immediately, assist in investigating the problem, help unequivocally in finding a solution and assist wholeheartedly in preventing recurrence.
- get in with your version of the truth first and effectively deny any liability through casting aspersion onto others while ensuring that any evidence of involvement is kept to a minimum.
Doing nothing leaves everything to chance and when It hits the fan, no matter how deep your head is buried in the sand, you’ll get some. Being open and honest is a good and commendable policy but in many organisations and adversarial relationships ‘owning up’ may be seen as a confession of guilt. In today’s societies we are increasingly told that we should never admit any liability; even apologies are misconstrued as an acceptance of wrongdoing.
And then there’s the ‘truth’, its various versions, and the confusion it can create in the wrong hands.
Truth, Lies and Rumours
The truth is often a matter of opinion. It depends on how facts are presented, how they are perceived, can they be trusted and, above all, can the ‘truth’ be believed. In many courts of law there is a requirement for witnesses to tell the truth, the whole truth and nothing but the truth…not the facts but what they believe to be the truth, Truth ,like a coin ,can have three sides and several facets.
People who don’t know or have no experience of something may not necessarily be gullible or naive but can be influenced by would-be truth-mongers. Just look at politicians and their ability to palter, used-car salesmen who pull the wool, and many a forceful zealot. These people aren’t ‘lying’ they are being economic with the truth or using terminological inexactitudes rather than telling out and out ‘lies’.
For those who push their version of the truth first this pre-emptive strike puts some people on the defensive while for others it’s the basis for belief at best or sowing the seeds of opinion at worst. Belief, right or wrong, is a great foundation for building a herd mentality and a flock belief that there is safety in numbers. After all, once upon a time we believed (were told) that the earth was flat, heavier objects fell faster, and the Earth was at the center of the universe.
The world’s expanding population has been told such truths for millennia and the growing flock can now be fed faster than ever. Our news agencies and social media platforms propagate such truths, despite being possibly wrong, at an alarming rate under the guise of ‘breaking news’. Mark Twain is attributed with saying “A lie can run round the world before the truth has got its boots on”. That was before Twitter and Facebook which, apart from accelerating the pace of rumour propagation, also provides an opportunity for the misinformed to provide gratuitous and uninformed feedback that merely fuel any fire.
Crises, Chaos, and Confusion
“Chaos! Panic! Disorder! My work here is done” reads one famous bumper sticker. Typically, one’s work is considered done when everything is ‘normal’ and some form of ‘steadiness’ has been reached. However, in a world of constant change there is always some form of crisis for somebody. The apparent disorder that chaos is perceived to bring is the present, and this chaos actually determines the future. We may learn from the past, and the present can be the key to the past, but it’s the future that holds both risk and opportunity.
Some individuals and organizations thrive in crises. They are in their element, they sort things out and get things done. In a crisis the status quo is changing, it’s dynamic and there will be obvious disorder. Many organisations have a risk response plan, some have a crisis management plan that describes possible scenarios and how situations may be best addressed. Only a few organisations realise that situations change and change rapidly so there’s a need to be effective and efficient in addressing a crisis.
This optimal balance between efficiency and effectiveness is best achieved without confusion. A crisis can quickly generate panic and a fight or flight situation can develop. People are nervous, people may be blamed, there’s shouting, tempers flare and demands abound under the steady mantra of ‘this shouldn’t have happened’. There’s a need for order and discipline but how often is their confusion?
But how is confusion allowed to happen? The things that should be available are oftentimes missing and these include current and contemporaneous facts, competent and experienced people, and training. An environment of trust and transparency also helps plus some form of command structure wherein communication is controlled, and decision-making authority is clear. Unfortunately, if some element or other is missing then we will have confusion. It is those in authority who are responsible for the confusion and, unbelievably and incredulously, they can even contribute to it. But, importantly, why?
Confusion Rules!
The proverb, “In the land of the blind the one-eyed man is king” means that somebody with only a few skills can be better than those with none. Perversely it can also mean that if somebody keeps everybody in the dark and confused as to their environment, they can maintain their throne despite being unable. This narcissistic behaviour results in manipulation and bullying rather than the cultivation of trust. The monarch becomes a confusion-master who can wield their positional power by keeping people on their toes through a constant state of anxiety and even fear. This cultivates a culture of outward respect and popularity but in generating subservience there is inward disrespect and contempt.
People are made to believe that they may be in the firing line for disciplinary action, loss of employment, or some other punishment. The confusion-master rather than jumping to a conclusion which may well be wrong, jumps to confusion as soon as possible after a crisis has emerged. Various opinions are quickly sought and, rather than a structured approach to problem solving and allowing people time to consider the facts, everybody is thrown into a gladiatorial arena to fight things out. If they do not perform well they may face public humiliation and chastisement. Everybody is involved, nobody can hide, personal opinions proliferate, and the confusion-master revels in the resulting turbulence.
Confusion fuels any crisis. Decisions are unstructured and reactionary and focus on self-preservation rather than logic. The confusion-master has however avoided being put on the spot. If the decision is wrong then the offending scapegoat is just collateral damage but, if it’s correct then credit can be taken without a second thought. Something good comes out of every crisis. It’s a Win Win situation for the confusion-master and any entourage…confusion rules!
Bio:
Malcolm Peart is an UK Chartered Engineer & Chartered Geologist with over thirty-five years’ international experience in multicultural environments on large multidisciplinary infrastructure projects including rail, metro, hydro, airports, tunnels, roads and bridges. Skills include project management, contract administration & procurement, and design & construction management skills as Client, Consultant, and Contractor.