br />Many studies show that in a crisis situation the leader first has to determine if the
situation can be determined as a crisis.
Once this has been determined, we can now move forward and begin to quickly and
precisely examine the factors were dealing with
Problems are everyday occurrences in business, but the crisis situations are not. Crisis
situations are characterized by high consequences, low probability, ambiguity, and
decision-making time pressure (Pearson & Clair, 1998).
Crisis planning is important, but sometimes there are some occurrences that can not be
foreseen, and there are no warning signs and plans do not exist.
There are four stages of a crisis. Literature on crisis management suggests that a crisis
consist of the following four states: (1) prodramal crisis stage (warning) (2) an acute crisis
stage (actual occurrence) (3) chronic crisis stage (lingering period) and (4) crisis resolution
stage (finale stage) (Debra Hunter, The Business Review, Cambridge).
Many feel that a leader that fairs well in crisis situation must have certain character traits
such as resilience, tolerance of ambiguity and charisma.
When in a crisis situations you definitely have to look at a glass as half full as opposed to
half empty. You have to turn challenges into opportunities. Your underlings will fall suit if
their leader displays these things.
Many believe that proactive planning and preparations are keys to crisis management. No
individual or organization can possibly prepare for every unimaginable crisis without using
an unreasonable amount of resources.
The complexity of crisis situations will definitely be ambiguous by nature. In these
