Talking Point: Crisis Management
pharmafile | July 2, 2010 | Feature | Medical Communications | Crisis, Resolute, Talking Point
Crisis (noun): a situation that has reached an extremely difficult or dangerous point; a time of great disagreement, uncertainty or suffering.
I don’t mind admitting that I am a ‘glass half empty’ type of person. When presented with an opportunity I can have a tendency to see the downside. While this trait of mine can be somewhat irritating for those people who are optimists in life, it can have its advantages.
So-called ‘crises’ occur relatively frequently in the pharmaceutical world, and any number of things can trigger them – from an innocent mistake to something with more malicious intent. In some situations the issue is avoidable, in others it is not. But in nearly all cases it is possible to minimise the impact of an issue through adequate preparation and planning. This is one situation where a tendency to anticipate the worst can work to your advantage!
Managing crises (or issues as I prefer to call them – it’s a bit more positive) doesn’t have to be difficult, induce panic or be chaotic. If you apply a process to your approach then it can help you to stay in control of a situation.
I like to adopt De Bono’s concept of ‘Six Thinking Hats’. Created by Edward De Bono in his book of the same name, this is a model that can be used to explore a range of different perspectives linked to a situation or challenge.
When considering what to do next, putting on a different hat to give you a different perspective is a great way of making sure you are considering all of the angles – crucial when you are preparing for or dealing with a crisis.
The blue and white hats: anticipate, understand
The root of a crisis can be internal or external. By understanding the environment in which you are operating you are more likely to foresee an issue before it escalates. Put on the blue hat. This is the one that enables you to see the big picture. Take a step back and think about all the possible issues and eventualities.
Then change to the white hat – identify the facts and the information you will need to fully understand the situation. Building up a network of key opinion leaders and colleagues who can support you in this will increase the likelihood of you finding out about a potentially harmful situation while you still have time to address it. Once the issue is identified you will also be far better equipped to place it in context and respond effectively.
Think red: listen to your instincts
It is prudent to attempt to identify a list of hypothetical issues before they actually appear over the horizon. You can then prioritise those which are most likely to occur or have the potential to cause the greatest harm.
The red hat is your ally here. Representing feelings and emotions, it is the red hat that enables you to listen to your gut instincts. Do you have a niggling concern about a situation? Is something making you feel uneasy? Don’t assume this is you thinking negatively (that’s the black hat) – learn to trust your instincts.
Green, yellow, black: plan and prepare
Once you have created your shortlist of issues you can start to plan for each eventuality. The green hat (new ideas) will help you to brainstorm all the possible scenarios and potential outcomes.
From here work out your plan to deal with each scenario: what should you be saying? To whom, how and when? At this point it is a good idea to test your plan using the yellow (positive thinking) and black hats (critical judgement).
These will help you to see the benefits and risks associated with your course of action. You might want to put the white hat back on to double check the facts and to identify the information you are missing.
Back to blue
So by now you should have your plan. At this point it’s a good idea to take a step back and put the blue hat on again. Ask yourself whether your chosen course of action fulfils your initial objectives. If not then go back through some or all of the process to make your plan more robust.
Stop, breathe, think, act
There is only so much you can do to preempt a possible crisis. Inevitably when it does hit, it will be on a Friday afternoon at 5pm, when you have dinner plans and your approval team has gone home for the day.
So when you do receive that call confirming the worst, stop what you are doing, take a deep breath, think through what you need to do, and then put your well-prepared plan into action. Issues need not become crises if they are handled effectively. By taking the time to prepare and plan you’ll save yourself time, money and a great deal of stress.
And when it as all blown over and your colleagues comment that they don’t know why you always have to see the negative side of things, you can smile to yourself and take pleasure in a job well done.
Kirsty Mearns is the director of Resolute Communications. Website: www.resolutecommunications.com
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