Construct 3 stop animation on pressed key

#Construct 3 stop animation on pressed key series

During a crisis, which is ruled by unfamiliarity and uncertainty, effective responses are largely improvised. But they cannot respond as they would in a routine emergency, by following plans that had been drawn up in advance. Once leaders recognize a crisis as such, they can begin to mount a response. Nahman Alon and Haim Omer, вЂњThe continuity principle: A unified approach to disaster and trauma,вЂќ American Journal of Community Psychology, 1994, Volume 22, Number 2, pp. Seeing a slow-developing crisis for what it might become requires leaders to overcome the normalcy bias, which can cause them to underestimate both the possibility of a crisis and the impact that it could have.

Leonard, eds, Managing Crises: Responses to Large-Scale Emergencies, first edition, Washington, DC: CQ Press, 2009.Д®xamples of such crises include the SARS outbreak of 2002вЂ“03 and now the coronavirus pandemic. It is a difficult step, especially during the onset of crises that do not arrive suddenly but grow out of familiar circumstances that mask their nature. Recognizing that a company faces a crisis is the first thing leaders must do. Gibbons, ed, Communicable Crises: Prevention, Response, and Recovery in the Global Arena, first edition, Charlotte, NC: Information Age Publishing, 2007. Leonard, вЂњAgainst desperate peril: High performance in emergency preparation and response,вЂќ in Deborah E. Indeed, the outbreak has the hallmarks of a вЂњlandscape scaleвЂќ crisis: an unexpected event or sequence of events of enormous scale and overwhelming speed, resulting in a high degree of uncertainty that gives rise to disorientation, a feeling of lost control, and strong emotional disturbance. The massive scale of the outbreak and its sheer unpredictability make it challenging for executives to respond. The humanitarian toll taken by COVID-19 creates fear among employees and other stakeholders. The coronavirus pandemic has placed extraordinary demands on leaders in business and beyond. Separate articles describe organizing via a network of teams displaying deliberate calm and bounded optimism making decisions amid uncertainty demonstrating empathy and communicating effectively.

#Construct 3 stop animation on pressed key series

This article is the first in a series drawing together McKinseyвЂ™s collective thinking and expertise on five behaviors to help leaders navigate the pandemic and recovery.