Last week I’ve been talking to a friend who was just editing the final exam for his course “Decision-making in Disaster management”. Living aside the nice feeling of talking to people from the academic environment, there was actually something in our conversation that troubled me to the level of feeling a need to share it with the readers of my blog. Continue reading
Let’s admit it – people always leave.
May be we let them go, may be they’ve found something else and may be their time has come and they’re retiring. In any case, your organization is left with an open void that needs to be filled as soon as possible. The sooner and the better you’ll fill it with somebody else – the smaller would be the amount of time and energy swallowed by that void. In order to do that you not only have to find Continue reading
In my previous post, I provided an extreme example of how critical to organization could be the loss of knowledge and expertise in some cases. Even though in many other, more usual cases, the loss would not be felt immediately, the cumulative effect could be more than Continue reading
My previous posts about the costs of our mistakes lead to a discussion about the awareness of our colleagues in regard to the importance of the subject. After all, it seems clear to anyone who has some actual experience with management that there always be mistakes and therefore – the risks associated with them. Even more than that, the actual situation of the market today doesn’t suggest any tangible improvement being made in this regard, so is the need for better decisions really understood by today’s Managers or is this just an illusion? Continue reading
I’ve already mentioned how Planning in Management is influenced by concepts devised in the Military. It’s natural, therefore, that today we usually divide Planning into three analytical levels with a strong military flavor: Operational, Tactical and Strategic (a clear example of a classical proverb that in the Military everything consists of three parts :-)). Continue reading
Living in an uncertain world makes proper Risk Management critical for survival. In our age of frequent natural and man-made disasters, volatile markets and economic meltdowns, recognizing and targeting of possible risks is of Manager’s highest priorities. Continue reading
Disaster Management has one trait that distinguishes it from other fields of Management – its effectiveness is MEASURED IN HUMAN LIVES. Though many of us do not frequently have to provide decisions of the same significance, it’s interesting Continue reading
Following series of posts on Change Management – “Why change doesn’t stick?”
Question:
“Change is important, but it involves risk and it is very hard to motivate the team members to embrace the changes and even harder is to get help with identifying the real risks in a constructive way. How can I make the team members to be proactive and get them on board?” Continue reading
During one of my previous employments, a rumor came through the grapevine (you know how it is) that 300 people are going to be laid off next week. Putting aside what it did to the overall mood in the workplace, something bothered me about the number itself. Continue reading
A few years ago I have had an honor to participate in a panel on military technology development. It comprised several specialists from different fields, including IT, Theoretical Physics, Medicine, Disaster Management and, of course – guys in uniform.
It was most interesting to learn how they deal with different management-related problems Continue reading
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