DQ
Without learning experiences, how can leaders develop a frame that serves as a reference point for
understanding how to respond to crisis?
Frames are used as lenses bringing the world into focus, and can be built on either simple generalization
or complex theories that represent knowledge regarding a certain concept.
They will filter organizational
knowledge by assisting leaders make sense of experiences and provide an action road map in decision-
making.
Also, frames are considered a mental model that assist leaders in managing a crisis.
The
strategic design frame will explore the organization’s strategy structure and the environment fit.
The
leader viewing crisis from a strategic design frame strives to resolve crisis and to bring a steady state back
to the organization that can achieve efficiency and effectiveness.
Strategic design, organizational politics,
HR practices, and organization culture are the four lens that give leaders an insight of a crisis situation.
Also, frame makes executive leadership proactive instead of reactive.
The organizational politics frame
consider the organizational crisis resulting of power concentrated in the wrong place or broadly dispersed,
making the crisis management challenging.
The HR frame consist of leadership managing a crisis should
understand the employees capabilities and limitations, and additional frame perspective is the crisis can
escalate because of the prejudices, needs and feelings to the human capital of the organization. The final
frame views crisis management through the organizational culture lens and view crisis as a deeply
ingrained values and rituals function.
Wooten, Lynn Perry. (2007).
Leadership in a crisis situation.
Retrieved from
http://webuser.bus.umich.edu/lpwooten/PDF/humanfactor-reprintof crisisframing.pdf
DR 4
What are some impediments to making good decisions under stress?
What are decision makers
more likely to do under stress?
Why is knowledge of the impediments and likely actions
important?
Stress is associated with a negative outcome and can cause people to focus on the positive way
that things could turn out.
It can cause people to learn from positive feedback and impair their
learning from negative feedback.
This mean that when a person is under stress and have to make
a difficult decision, they may focus more on the upside of the alternative instead of the downside.
Challenging and difficult decisions such as uncertainty, complexity, or high-risk consequences
requires problem-solving and decision-making skills. Some impediments in decision making
include withholding information, changing the facts of the past to justify the decision made, a
group culture unwillingness to change, and a decision made based on how it will serve an
individual instead of the goal.
