Triad Healthcare Executive Forum - Winter 2010  (Plain Text Version)

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In this issue:
•  President's Message
•  Message from the Regent - Winter 2010
•  2012 to 2014 Credentialing Changes
•  Dos and Doníts for Critiquing Employees Effectively
•  Break Through Communication Jams
•  Tips on Effective Mediation of a Dispute
•  Tailor Your Crisis-Management Approach


Tailor Your Crisis-Management Approach

You will stay more firmly in control of your emotions, your team and your schedule if you tailor your management style—be responsive and not reactionary. What’s the difference? Reacting means jumping in before you have thought through the situation. Responding means waiting until you have taken in the situation thoroughly and come up with a plan.

Take these steps to start responding:

  • Remember the big picture. Do not overlook your goals and objectives. Consider how the current situation fits into the big picture and you will find it easier to respond appropriately.
  • Put it in context. What is happening on your team and throughout your organization? Make sure that your next step benefits you, the organization and everyone involved.
  • Do not favor emotion over logic. But do not focus on logic alone. The best decisions come from a blend of gut reaction and facts. Balance your immediate visceral response with the information you need to fill in critical blanks.
  • Recognize choices. When you react immediately, you often do not realize that you have more than one good option. If you take time to analyze the situation, you will realize that you always have choices.

Consider them—and their likely consequences—before you act.

Adapted from “Change Crisis-Management Approach” Communication Briefings, November 2010; (800) 791-8699;