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Management

LEADING IN A CRISIS
How to avoid the four traps of decision-making |
by Lucien Canton, CEM

uring the second day of What followed was one of the most the decision about how one will deal with

ighting at Gettysburg
dramatic and pivotal engagements of the the crisis.
on July 2, 1863, Colonel war, one that decided the Battle of Gettys- Unfortunately, without recognizing the

Strong Vincent, a brigade burg and probably the war itself. Though four traps of decision making, it’s too easy
commander in the Army of
Vincent fell in the battle, his ability to rec- to make the wrong decision.

the Potomac, learned from
ognize the crisis, make critical decisions
D
a passing courier that the Union left lank under pressure, and deploy his resources

was undefended and the Confederates inspired his brigade to hold the vital posi- TRAP NO. 1
One of the
were advancing on Little Round Top.
tion on the Little Round Top.
MAINTAINING THE STATUS QUO. major problems in leading in a crisis is

Seizing this position would allow the Leadership in crisis is ultimately about the psychological tendency to do nothing.
Confederates to ire on the entire Union decision-making. Other critical steps, There’s a tendency to normalize events—

line and force the retreat of Union forces, such as recognizing and isolating the cri- to see what we expect to see. It’s easy to

opening the road to Washington. Recog- sis prepare you to make decisions, while miss cues or indicators. If there are no
nizing the tactical signiicance of the posi- the deployment of resources are based
consequences for doing, there’s no need to

tion, Vincent, without waiting for orders, on the decisions made by the leader. The make a decision. Unfortunately, this is the
moved his brigade into a blocking position.
pivotal point in any crisis is the making of
default mode for many decision-makers.

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