WEBVTT 00:00:00.000 --> 00:00:03.720 How do you even begin to lead when the, well, 00:00:03.799 --> 00:00:06.000 the unimaginable happens? I mean, think about 00:00:06.000 --> 00:00:09.800 events like Fukushima or Deepwater Horizon, Hurricane 00:00:09.800 --> 00:00:13.419 Katrina. They just tear apart our normal reality. 00:00:13.960 --> 00:00:16.660 What kind of leadership works then? Or... or 00:00:16.660 --> 00:00:20.359 what makes it just completely fail when the rule 00:00:20.359 --> 00:00:22.420 book is useless. That really is the million dollar 00:00:22.420 --> 00:00:23.800 question, isn't it? And that's what we're digging 00:00:23.800 --> 00:00:26.480 into today. Welcome to the deep dive. Where we 00:00:26.480 --> 00:00:28.899 try to make sense of complex stuff for you. Exactly. 00:00:29.100 --> 00:00:32.140 Today, we're diving into a really fascinating 00:00:32.140 --> 00:00:35.100 dissertation that looks right at leadership during 00:00:35.100 --> 00:00:37.920 these incredibly extreme crises. Right. And it's 00:00:37.920 --> 00:00:41.600 not just theory. This is based on a lot of firsthand 00:00:41.600 --> 00:00:43.890 accounts, isn't it? A huge amount. We're talking 00:00:43.890 --> 00:00:46.810 interviews with first responders, you know, people 00:00:46.810 --> 00:00:49.670 on the ground, government officials making impossible 00:00:49.670 --> 00:00:52.009 calls, even corporate leaders who face things 00:00:52.009 --> 00:00:54.590 they never ever expected. So our mission today 00:00:54.590 --> 00:00:56.829 for this deep dive is to pull out the really 00:00:56.829 --> 00:00:59.149 crucial stuff. What do you need to know about 00:00:59.149 --> 00:01:01.850 leading when everything goes sideways? We know 00:01:01.850 --> 00:01:04.060 you want the key insights. quickly and clearly. 00:01:04.599 --> 00:01:06.500 So we're cutting through all the academic layers 00:01:06.500 --> 00:01:08.620 to get to the heart of it. The main takeaway 00:01:08.620 --> 00:01:11.459 is maybe some surprising findings about navigating 00:01:11.459 --> 00:01:14.719 total chaos. OK, let's jump in. First off, what 00:01:14.719 --> 00:01:17.760 makes an event extreme? How is it different from 00:01:17.760 --> 00:01:20.980 just a, you know, a really bad crisis? That's 00:01:20.980 --> 00:01:23.359 a key distinction the research makes. So your 00:01:23.359 --> 00:01:26.200 standard crisis might threaten important goals, 00:01:26.219 --> 00:01:29.519 maybe within a company or something, but an extreme 00:01:29.519 --> 00:01:32.879 event. We're talking consequences of an intolerable 00:01:32.879 --> 00:01:37.500 magnitude. Think massive physical damage, deep 00:01:37.500 --> 00:01:41.060 psychological trauma, huge material loss, affecting 00:01:41.060 --> 00:01:43.579 enormous numbers of people. And tolerable magnitude. 00:01:43.739 --> 00:01:45.540 OK, so it just completely overwhelms our usual 00:01:45.540 --> 00:01:47.219 ways of coping. Totally overwhelms them. And 00:01:47.219 --> 00:01:49.280 the research also talks about an extreme context, 00:01:49.420 --> 00:01:51.420 which is slightly different. That's like a domino 00:01:51.420 --> 00:01:54.620 effect. Ah, like Japan in 2011. Exactly. The 00:01:54.620 --> 00:01:56.299 earthquake triggers the tsunami. The tsunami 00:01:56.299 --> 00:01:59.629 leads to the Fukushima nuclear crisis. one disaster 00:01:59.629 --> 00:02:02.189 cascading into another, making it exponentially 00:02:02.189 --> 00:02:05.829 harder. But for today, we're mostly zeroing in 00:02:05.829 --> 00:02:09.129 on leadership within those initial extreme crises 00:02:09.129 --> 00:02:12.069 and also those Black Swan events, the really 00:02:12.069 --> 00:02:14.810 unpredictable ones with massive fallout. Right. 00:02:15.150 --> 00:02:17.330 So when you're faced with something completely 00:02:17.330 --> 00:02:20.550 off the charts like that, what good is all the 00:02:20.550 --> 00:02:23.330 planning, all the drills, the protocols? That's 00:02:23.330 --> 00:02:26.110 a huge point. And the dissertation dives into 00:02:26.110 --> 00:02:28.449 this tension. You know, traditional readiness 00:02:28.449 --> 00:02:30.469 theory is all about planning everything out in 00:02:30.469 --> 00:02:33.110 advance. Defining roles, running drills. Right, 00:02:33.189 --> 00:02:36.310 all that. And the research drawing on folks like 00:02:36.310 --> 00:02:39.009 Quarantelli definitely says that groundwork is 00:02:39.009 --> 00:02:41.469 valuable. You need some kind of foundation. Okay, 00:02:41.569 --> 00:02:44.389 so it's not useless. No, not at all. But it has 00:02:44.389 --> 00:02:46.789 serious limits when you hit those truly extreme 00:02:46.789 --> 00:02:49.610 situations, the unknown unknowns, as they're 00:02:49.610 --> 00:02:51.909 sometimes called. You just can't write a procedure 00:02:51.909 --> 00:02:54.030 for something you literally cannot imagine happening. 00:02:54.189 --> 00:02:56.310 You can't have a checklist for the inconceivable. 00:02:56.569 --> 00:02:59.710 Precisely. So the research contrasts that with 00:02:59.710 --> 00:03:02.430 complexity theory, which suggests that instead 00:03:02.430 --> 00:03:06.870 of just rigid plans for scenario A or B, organizations 00:03:06.870 --> 00:03:10.659 need to build like an inherent capacity to absorb 00:03:10.659 --> 00:03:13.400 complexity, to be fundamentally adaptable. More 00:03:13.400 --> 00:03:16.219 like learning to navigate rather than just memorizing 00:03:16.219 --> 00:03:18.759 one map. That's a great way to put it. It's about 00:03:18.759 --> 00:03:21.520 building resilience, the ability to flex and 00:03:21.520 --> 00:03:24.159 respond to whatever comes, rather than just relying 00:03:24.159 --> 00:03:27.479 on plan A breaking. Work by Ashmoz, Dushan, and 00:03:27.479 --> 00:03:30.120 McDaniel supports this idea. Makes sense. And, 00:03:30.240 --> 00:03:31.900 you know, the dissertation briefly touches on 00:03:31.900 --> 00:03:34.520 that debate, too. Normal accident theory versus 00:03:34.520 --> 00:03:37.060 high reliability theory. Oh, yeah. Perot versus 00:03:37.060 --> 00:03:40.599 Wike and Sagan. Exactly. Are big accidents inevitable 00:03:40.599 --> 00:03:43.500 in complex systems or can really robust organizations 00:03:43.500 --> 00:03:45.680 prevent them? The research kind of suggests a 00:03:45.680 --> 00:03:48.379 middle ground. May perfect prevention is impossible, 00:03:48.719 --> 00:03:50.560 but you can significantly improve reliability. 00:03:50.900 --> 00:03:53.919 So planning helps, but it's not the whole picture. 00:03:54.520 --> 00:03:57.419 Adaptability is key. Crucial. especially when 00:03:57.419 --> 00:04:00.060 things go truly nonlinear. Okay, nonlinear. The 00:04:00.060 --> 00:04:02.580 dissertation mentions six key concepts that get 00:04:02.580 --> 00:04:04.500 all jumbled up in these events. What are they? 00:04:04.819 --> 00:04:07.740 Right, so the six big ones are felt emotions, 00:04:08.439 --> 00:04:11.719 the situational context, the actual crisis response, 00:04:12.300 --> 00:04:14.199 sense -making, like how people understand what's 00:04:14.199 --> 00:04:16.600 happening, decision -making, and of course, leadership 00:04:16.600 --> 00:04:18.660 itself. And the surprising thing is they don't 00:04:18.660 --> 00:04:21.459 happen in order, like step one, step two. Not 00:04:21.459 --> 00:04:24.439 at all. That's the key finding, really. Table 00:04:24.439 --> 00:04:27.019 9 in The Source shows this clearly. In extreme 00:04:27.019 --> 00:04:30.100 events, these things are all tangled up, influencing 00:04:30.100 --> 00:04:32.980 each other constantly and unpredictably. Forget 00:04:32.980 --> 00:04:35.879 neat sequences. So someone's intense fear might 00:04:35.879 --> 00:04:38.199 directly impact their ability to even figure 00:04:38.199 --> 00:04:40.439 out what's going on, which then affects their 00:04:40.439 --> 00:04:43.120 decision. Exactly. It's a dynamic, messy loop, 00:04:43.439 --> 00:04:45.800 not linear at all. OK, let's unpack those, starting 00:04:45.800 --> 00:04:47.959 with felt emotions. That sounds pretty intense. 00:04:48.100 --> 00:04:50.680 It really is. The research shows extreme events 00:04:50.680 --> 00:04:53.519 often trigger sheer panic and not just in frontline 00:04:53.519 --> 00:04:56.240 folks, leaders, too. Really? Leaders panic? Oh, 00:04:56.360 --> 00:04:58.720 yeah. Interviewees from Fukushima and Deepwater 00:04:58.720 --> 00:05:00.920 Horizon talked about it quite openly, moments 00:05:00.920 --> 00:05:03.560 of just overwhelming fear. Wow. So how did effective 00:05:03.560 --> 00:05:06.259 leaders deal with that, their own panic and their 00:05:06.259 --> 00:05:09.680 teams? They use specific strategies, things like 00:05:09.680 --> 00:05:12.220 shielding their team from external chaos and 00:05:12.220 --> 00:05:15.439 pressure. cultivating self -awareness, recognizing 00:05:15.439 --> 00:05:18.540 their own fear, maintaining situational awareness 00:05:18.540 --> 00:05:21.980 despite the chaos, and actively supporting their 00:05:21.980 --> 00:05:24.160 people. Kind of being the calm eye of the storm, 00:05:24.160 --> 00:05:26.279 but also protecting that space. Exactly. And 00:05:26.279 --> 00:05:28.139 then there's hopelessness. Hopelessness, even 00:05:28.139 --> 00:05:30.819 in leaders. Even in leaders. The dissertation 00:05:30.819 --> 00:05:33.819 gives examples, like one interviewee during a 00:05:33.819 --> 00:05:35.779 hurricane response feeling utterly hopeless. 00:05:36.339 --> 00:05:38.480 But it also highlights how leaders providing 00:05:38.480 --> 00:05:41.060 hope becomes critical. Like the presidential 00:05:41.060 --> 00:05:43.490 visit to Three Mile Island. That was mentioned. 00:05:43.769 --> 00:05:47.009 Yes. A symbolic act, but powerful. Giving people 00:05:47.009 --> 00:05:49.389 a reason to keep going when things look bleakest. 00:05:49.829 --> 00:05:52.550 Hope becomes a tangible tool. Hope as a tool. 00:05:52.850 --> 00:05:54.670 That's interesting. What about trust? That must 00:05:54.670 --> 00:05:57.370 be vital. Absolutely fundamental. Trust pops 00:05:57.370 --> 00:05:59.970 up everywhere. Victims trusting rescuers they've 00:05:59.970 --> 00:06:02.250 never met. A governor relying on people they 00:06:02.250 --> 00:06:04.470 knew personally. Maybe over official channels 00:06:04.470 --> 00:06:07.209 they didn't know as well. And leaders showing 00:06:07.209 --> 00:06:10.220 they're willing to face the danger too. Like 00:06:10.220 --> 00:06:13.040 volunteering for hazardous tasks that builds 00:06:13.040 --> 00:06:15.259 immense trust, right? We're in this together 00:06:15.259 --> 00:06:18.639 precisely the research even gets into Subliminal 00:06:18.639 --> 00:06:20.819 versus super liminal emotion. Okay. What does 00:06:20.819 --> 00:06:24.699 that mean? think of it like background anxiety 00:06:24.699 --> 00:06:27.819 versus foreground panic in a manageable crisis 00:06:27.819 --> 00:06:31.180 Maybe there's low -level stress subliminal, but 00:06:31.180 --> 00:06:34.759 as it gets extreme that fear can just surge forward 00:06:34.759 --> 00:06:37.019 super liminal and totally impaired thinking. 00:06:37.019 --> 00:06:39.860 Wow. And in the really deadly situations, things 00:06:39.860 --> 00:06:42.579 like death anxiety, awareness of your own mortality 00:06:42.579 --> 00:06:45.639 become real powerful factors. That's heavy stuff. 00:06:46.040 --> 00:06:49.189 OK, moving to situational context. What falls 00:06:49.189 --> 00:06:51.610 under that umbrella? It's pretty broad. It covers 00:06:51.610 --> 00:06:53.870 the specific technological problems, like equipment 00:06:53.870 --> 00:06:56.670 failures. It covers cooperation or lack thereof 00:06:56.670 --> 00:06:58.930 between different groups, the overall safety 00:06:58.930 --> 00:07:01.410 culture and conditions, support for workers, 00:07:01.569 --> 00:07:03.329 and of course just the sheer scale and intensity 00:07:03.329 --> 00:07:05.629 of the event itself. So Deepwater Horizon is 00:07:05.629 --> 00:07:08.250 a good example of the tech failures, safety barriers, 00:07:08.509 --> 00:07:11.370 training issues. A grim example, yes. Safety 00:07:11.370 --> 00:07:14.980 culture, fatigue. The barriers. And Fukushima 00:07:14.980 --> 00:07:17.839 shows that unique context where a natural disaster 00:07:17.839 --> 00:07:20.519 causes a complex technological one. Totally different 00:07:20.519 --> 00:07:23.779 challenges. And cooperation. How does that play 00:07:23.779 --> 00:07:26.519 out, especially at high levels? Vital. The research 00:07:26.519 --> 00:07:28.660 mentions challenges discussed even at the White 00:07:28.660 --> 00:07:31.259 House Situation Room level. Things like trying 00:07:31.259 --> 00:07:33.699 to match the speed of response to the speed of 00:07:33.699 --> 00:07:36.000 the disaster. Which must be incredibly hard. 00:07:36.160 --> 00:07:38.839 Incredibly. Also the importance of local control. 00:07:39.019 --> 00:07:42.199 empowering communities, and the careful role 00:07:42.199 --> 00:07:44.920 the US military plays internationally. And the 00:07:44.920 --> 00:07:47.220 needs change depending on the disaster type, 00:07:47.600 --> 00:07:50.120 right? Rescue versus survival. Exactly. Earthquakes 00:07:50.120 --> 00:07:52.680 often mean immediate rescue. Tsunamis can be 00:07:52.680 --> 00:07:55.319 about immediate survival against the water. And 00:07:55.319 --> 00:07:57.439 groups like the Red Cross become critical filling 00:07:57.439 --> 00:08:00.560 gaps. And the magnitude. You mentioned fathomable 00:08:00.560 --> 00:08:03.589 to unfathomable. Right. Deepwater Horizon, again, 00:08:03.750 --> 00:08:06.110 is maybe an example where the reality just went 00:08:06.110 --> 00:08:08.389 so far beyond what anyone had trained for or 00:08:08.389 --> 00:08:10.889 even conceived of, it became unfathomable. Which 00:08:10.889 --> 00:08:13.550 puts immense pressure on the actual crisis response. 00:08:13.850 --> 00:08:15.790 How do you respond to the unfathomable? Well, 00:08:15.910 --> 00:08:18.569 crisis response here means the actions people 00:08:18.569 --> 00:08:21.410 take and the thinking behind them. The dissertation 00:08:21.410 --> 00:08:23.720 brings up Setback management. Setback management. 00:08:24.060 --> 00:08:26.199 Yeah. Basically how things like internal fighting 00:08:26.199 --> 00:08:29.319 within an organization or being stuck with only 00:08:29.319 --> 00:08:32.059 one plan and it's the wrong plan can totally 00:08:32.059 --> 00:08:34.620 derail the response. Interviewees talked about 00:08:34.620 --> 00:08:37.519 this. In fighting during a disaster. Yes. It 00:08:37.519 --> 00:08:39.919 happens. And then there's enacting organizations. 00:08:40.120 --> 00:08:42.419 The idea that often in these moments people fall 00:08:42.419 --> 00:08:45.200 back on instinct and ingrained routines to make 00:08:45.200 --> 00:08:47.659 sense of things. That shapes their initial mental 00:08:47.659 --> 00:08:50.750 picture. And what did interviewees say was crucial 00:08:50.750 --> 00:08:53.750 for leaders doing the response? A recurring theme 00:08:53.750 --> 00:08:56.529 was being there, being physically present on 00:08:56.529 --> 00:08:59.830 the scene, and providing credible answers. Just 00:08:59.830 --> 00:09:02.129 showing up and giving reliable information was 00:09:02.129 --> 00:09:04.269 seen as incredibly important leadership. Being 00:09:04.269 --> 00:09:07.090 present, being credible seems basic, but maybe 00:09:07.090 --> 00:09:11.590 profound and chaos. OK, next. Sense making, making 00:09:11.590 --> 00:09:14.110 sense of the senseless. How does that work? Huh. 00:09:14.240 --> 00:09:16.779 Yeah, it's incredibly hard to study, especially 00:09:16.779 --> 00:09:19.120 across different disasters. But the research 00:09:19.120 --> 00:09:22.480 looked at things like commitment, identity, expectations. 00:09:22.659 --> 00:09:24.740 And found what? One key thing was a big difference 00:09:24.740 --> 00:09:27.080 between how people saw things during the crisis 00:09:27.080 --> 00:09:29.360 versus reflecting afterwards. Their understanding 00:09:29.360 --> 00:09:31.659 really shifted. That makes sense. Time gives 00:09:31.659 --> 00:09:34.740 perspective. Definitely. And factors influencing 00:09:34.740 --> 00:09:37.259 sense -making during the event included. Was 00:09:37.259 --> 00:09:40.220 the information plausible? Were initial reads 00:09:40.220 --> 00:09:42.820 positive or negative? How were people updating 00:09:42.820 --> 00:09:45.960 their understanding? The role of doubt, optimistic 00:09:45.960 --> 00:09:49.759 bias, even institutional norms shaped how people 00:09:49.759 --> 00:09:52.539 interpreted things. So many filters and biases 00:09:52.539 --> 00:09:55.980 trying to process incomplete chaotic information. 00:09:56.240 --> 00:09:58.879 Exactly. It's a constant struggle to build a 00:09:58.879 --> 00:10:00.840 coherent picture when the picture keeps changing. 00:10:01.049 --> 00:10:03.470 Which leads right into decision making under 00:10:03.470 --> 00:10:06.309 that pressure. And indecision is a huge factor 00:10:06.309 --> 00:10:09.070 here. The fear of making the wrong call with 00:10:09.070 --> 00:10:11.929 potentially horrific consequences can just paralyze 00:10:11.929 --> 00:10:14.570 leaders. Like the Fukushima evacuation zone delay 00:10:14.570 --> 00:10:16.850 mentioned in the research. That's cited as a 00:10:16.850 --> 00:10:19.289 potential example, yes. That fear of consequences. 00:10:19.769 --> 00:10:21.990 And while you obviously need facts, too much 00:10:21.990 --> 00:10:25.149 information overload can also make deciding harder. 00:10:25.250 --> 00:10:27.389 A real balancing act. And there's this constant 00:10:27.389 --> 00:10:30.289 tension. Do you follow the rules, the procedures, 00:10:30.649 --> 00:10:32.669 or do you adapt because the situation is totally 00:10:32.669 --> 00:10:35.549 outside the rules? Like interviewee R .W. said 00:10:35.549 --> 00:10:38.330 about Fukushima, needing to adapt beyond the 00:10:38.330 --> 00:10:40.350 manual. Precisely. And communication becomes 00:10:40.350 --> 00:10:42.629 absolutely critical. Getting decisions out clearly, 00:10:43.090 --> 00:10:45.830 managing expectations, making sure info flows 00:10:45.830 --> 00:10:47.990 between different agencies or levels of government. 00:10:48.629 --> 00:10:50.850 Interviewees stress this for Hurricane Sandy, 00:10:50.929 --> 00:10:53.649 for instance. Communication is always key, but 00:10:53.649 --> 00:10:56.539 here it's life or death. Absolutely. The research 00:10:56.539 --> 00:10:59.539 also flags other pitfalls. Anchoring on initial 00:10:59.539 --> 00:11:02.159 ideas, sticking with a bad plan, acting only 00:11:02.159 --> 00:11:05.220 on gut instinct, being inflexible. Hurricane 00:11:05.220 --> 00:11:08.000 Katrina's response gets mentioned here. And political 00:11:08.000 --> 00:11:11.000 bias sometimes creeping in, sadly noted in Fukushima, 00:11:11.399 --> 00:11:14.120 Katrina, and Sandy responses. Politics in a disaster. 00:11:15.220 --> 00:11:17.340 And interestingly, this idea of constructive 00:11:17.340 --> 00:11:20.320 defiance. Constructive defiance. Meaning what? 00:11:20.600 --> 00:11:23.350 Meaning sometimes leaders lower down. who have 00:11:23.350 --> 00:11:25.990 better immediate awareness might need to consciously 00:11:25.990 --> 00:11:28.470 disobey an order from higher up if that order 00:11:28.470 --> 00:11:30.830 is clearly harmful in the current reality. Wow. 00:11:31.029 --> 00:11:33.330 That takes guts, knowing when to break the rules 00:11:33.330 --> 00:11:35.929 for the right reason. Exactly. It's a heavy responsibility. 00:11:36.289 --> 00:11:40.409 Okay, finally, leadership itself. Does our normal 00:11:40.409 --> 00:11:42.909 understanding of leadership even apply here? 00:11:43.120 --> 00:11:45.860 It applies, but everything gets amplified and 00:11:45.860 --> 00:11:47.980 distorted, you know? The dissertation argues 00:11:47.980 --> 00:11:50.539 standard concepts take on new weight. Based on 00:11:50.539 --> 00:11:53.620 the interviews, a huge factor was simply inexperience. 00:11:54.059 --> 00:11:56.519 Did the leader have relevant experience or not? 00:11:56.860 --> 00:11:59.639 Experience matters most. It came up first, followed 00:11:59.639 --> 00:12:02.320 closely by personality and character, actual 00:12:02.320 --> 00:12:05.279 mastery the situation or skills needed, and again, 00:12:05.559 --> 00:12:09.240 trust. And the examples? Deepwater Horizon in 00:12:09.240 --> 00:12:11.879 Fukushima? Yeah, for Deepwater, observations 00:12:11.879 --> 00:12:14.000 pointed to the negative impact of those felt 00:12:14.000 --> 00:12:16.600 emotions we talked about, combined with inexperience, 00:12:16.759 --> 00:12:19.879 lack of mastery, and maybe just unawareness of 00:12:19.879 --> 00:12:22.460 how bad things were getting. For Fukushima... 00:12:22.120 --> 00:12:24.080 Again, felt emotions were huge, but also this 00:12:24.080 --> 00:12:26.019 need for leaders to be really perceptive, really 00:12:26.019 --> 00:12:28.000 tuned in, but without getting bogged down and 00:12:28.000 --> 00:12:30.120 micromanaging everything under pressure. A fine 00:12:30.120 --> 00:12:32.679 line to walk. A very fine line. And the research 00:12:32.679 --> 00:12:35.120 proposes this really interesting continuum of 00:12:35.120 --> 00:12:37.820 leadership styles based on severity. A continuum? 00:12:37.879 --> 00:12:40.759 How does that work? It suggests leadership needs 00:12:40.759 --> 00:12:44.139 to evolve. Maybe collaborative for routine stuff, 00:12:44.299 --> 00:12:46.320 more authoritarian for predictable emergencies, 00:12:47.000 --> 00:12:49.639 adaptive for surprises, non -linear when things 00:12:49.639 --> 00:12:52.120 are truly failing. And at the extreme end. It 00:12:52.120 --> 00:12:55.259 talks about warrior ethos or authentic leadership 00:12:55.259 --> 00:12:58.179 for the truly catastrophic scenarios. Table 15 00:12:58.179 --> 00:13:01.639 lays this out. The big takeaway is needing non 00:13:01.639 --> 00:13:04.580 -linear dynamic thinking. Embracing the chaos, 00:13:04.620 --> 00:13:07.840 almost. In a way, yes. Being able to function 00:13:07.840 --> 00:13:10.389 within the disorder, not just... Fight against 00:13:10.389 --> 00:13:13.070 it. Thinkers like Feresmond and Week have written 00:13:13.070 --> 00:13:15.730 about this. And theories like naturalistic decision 00:13:15.730 --> 00:13:17.850 -making and macrocognition are really relevant 00:13:17.850 --> 00:13:20.690 here, too, how people actually think and decide 00:13:20.690 --> 00:13:23.590 under pressure. So leadership isn't one style. 00:13:23.850 --> 00:13:26.649 It has to morph as the crisis deepens. That's 00:13:26.649 --> 00:13:28.690 the core idea, which leads to the integrated 00:13:28.690 --> 00:13:31.190 model. Right, the final piece. How does the model 00:13:31.190 --> 00:13:33.470 tie this all together? Basically, Table 16 presents 00:13:33.470 --> 00:13:35.909 this model that connects everything. the situation, 00:13:35.950 --> 00:13:37.750 the emotions, the sense -making, the decisions. 00:13:37.909 --> 00:13:39.710 Shows how different theories fit depending on 00:13:39.710 --> 00:13:41.769 where you are on those continuums. The crucial 00:13:41.769 --> 00:13:44.429 insight is alignment. You need to match your 00:13:44.429 --> 00:13:46.590 leadership approach to the reality of the situation 00:13:46.590 --> 00:13:50.230 as it evolves. A mismatch, like using a routine 00:13:50.230 --> 00:13:52.870 style and a catastrophe, is likely to end badly. 00:13:53.190 --> 00:13:57.570 Alignment. Got it. Wow. This has been a lot to 00:13:57.570 --> 00:13:59.750 take in, but really illuminating. It's heavy 00:13:59.750 --> 00:14:02.730 stuff. So boiling it down, leading through the 00:14:02.730 --> 00:14:05.639 truly unthinkable isn't about having the perfect 00:14:05.639 --> 00:14:09.519 plan. Because you won't. Right. Plans have limits. 00:14:09.700 --> 00:14:12.039 It's more about understanding the power of emotions, 00:14:12.259 --> 00:14:14.720 yours and others. Recognizing the situation is 00:14:14.720 --> 00:14:17.759 fluid, constantly changing, making decisions 00:14:17.759 --> 00:14:20.700 adaptively, without perfect information, and 00:14:20.700 --> 00:14:22.860 critically, shifting your own leadership style 00:14:22.860 --> 00:14:25.429 to match the chaos. You've nailed it. Emotions 00:14:25.429 --> 00:14:27.610 aren't side effects. They're central. Context 00:14:27.610 --> 00:14:30.129 isn't fixed. Adaptability isn't optional. It's 00:14:30.129 --> 00:14:32.389 essential. And leadership has to be dynamic, 00:14:32.389 --> 00:14:34.429 not static. You know, it really makes you wonder. 00:14:34.769 --> 00:14:36.789 These aren't just lessons for huge disasters, 00:14:36.789 --> 00:14:39.370 are they? Hmm. Probably not. I mean, think about 00:14:39.370 --> 00:14:42.009 major personal crises or massive disruptions 00:14:42.009 --> 00:14:44.769 at work. Things that just shatter your plans. 00:14:45.309 --> 00:14:48.029 Maybe the same principles apply. Finding that 00:14:48.029 --> 00:14:51.129 balance between preparing as best you can, but 00:14:51.129 --> 00:14:54.659 being ready to pivot to adapt. when reality throws 00:14:54.659 --> 00:14:57.279 you a curve ball. That's a really powerful thought 00:14:57.279 --> 00:15:00.220 for you, the listener, to take away. How does 00:15:00.220 --> 00:15:02.820 this apply closer to home? And yeah, we've only 00:15:02.820 --> 00:15:04.960 scratched the surface here today. There's more 00:15:04.960 --> 00:15:07.019 in the research about organizational structure, 00:15:07.500 --> 00:15:10.740 deeper dives into sense -making, maybe for another 00:15:10.740 --> 00:15:12.580 time. Definitely food for thought. Well, thank 00:15:12.580 --> 00:15:14.419 you for guiding us through this complex territory. 00:15:14.500 --> 00:15:16.559 My pleasure. It's important stuff. And to you, 00:15:16.720 --> 00:15:19.159 listening in what stood out most, what's the 00:15:19.159 --> 00:15:21.200 one insight you'll carry with you from this deep 00:15:21.200 --> 00:15:23.179 dive worth reflecting on for sure?