在危機中發揮最大效能

當危機發生時，經常會出現有人作出偉大的功勛行動：有人會站出來奮戰，提高生產料理，而團隊內的政治紛爭與平時作業上的繁文縟節都可以被去除了。不幸的，這樣爆發出來的能量也經常隨著危機的過去而跟著消失了。

以後，當你的組織出現緊急狀況時，建議你這樣做：

1. 做事後檢討。要求每一位參與到危機處理中的人說出當時發生了什麼事，大家是如何反應的？這和過去平時的處理方式有何不同？為什麼這樣做？協助大家找出新的作法。
2. 關注在新創舉的發動能量。要求哪些在危機事件中有新創舉的員工，繼續發揮他們在危機中的強處，繼續如此做，持續進行100天或稍短的時間。這樣做，可以讓你觀察出新的作法是否能夠有持續力並且能夠整合到公司的日常作業程序中。

Maximize the effectiveness of the crisis

When crises occur, there are often great meritorious actions: people step up to improve production, and political strife and red tape in teams can be removed. Unfortunately, such bursts of energy often disappear with the passing of crises.

In the future, when your organization is in an emergency, it is recommended that you:

1. Conduct an post facto review. What is the response of everyone who is involved in the crisis to say what happened at the time? What is the difference between this and the usual way of dealing with it in the past? Why do you do this? Help you find new practices.
2. Focus on generating energy in new initiatives. Ask employees who have new initiatives in crisis events to continue to play their strengths in the crisis and continue to do so for 100 days or less. By doing so, you can see if new practices are sustainable and integrated into the company's daily operating procedures.