In the last 10 years the world has experienced at least two major global crises, among them the financial crash of 2008-9 and the ongoing fight to contain the spread of Covid 19. During the financial crisis, our research found that one of the characteristics of responses to crisis events was the degree to which individuals and, more specifically, teams lost their sense of calm.

By calm in this context, we’re referring to the ability of individuals and teams to bring judgement, experience, dialogue and active listening to bear on a problem, in order to act on it in some way. These two world-scale crises have been very different in form, but their effects are similar. Decisions must be taken quickly and in fast-moving, unfamiliar contexts., whilst at the same time judgement and ambiguity must be balanced in arriving at decision. Often those decisions are of a far greater magnitude that any of us make in our day-to-day work. It is hardly surprising that people – whether decision makers or takers – experience this as stressful, anxiety creating and threatening.

How can organisational leaders retain an air of calm authority under such circumstances? How can they help their teams, stakeholders, clients and customers share and be reassured by that calm? How can we maintain the clarity to listen well, explain clearly and co-construct options and actions in the midst of information poor, fast moving and ambiguous situations? How can we perform active crisis management without losing sight of business as usual?

We all know from our own experience that calm is not just about feeling relaxed. It is about being able to act fast and collaboratively, but with confidence. It enables us to be authoritative without losing a sense of inclusion and respect. It dampens down anxiety in others and improves well-being in everyone. Calm is not a luxury but is fundamental to the smooth operation of business. And we need it most in times of crisis management when, of course, it is in shortest supply.

The purpose of this Stabiliser session is to help you identify and tackle the loss of calm that many organisations are currently experiencing. The session creates an open space to share and compare your experiences during of crisis and crisis management and to hear from others how they are dealing with it.

Creating Calm in Crisis will help you:

1. Spot the triggers that cause a loss of calm at individual and team level

2. Identify tactics and interaction behaviours that can reduce the loss and rebuild calm

3. Learn how the structure of dialogue itself either promotes or demotes the opportunity for inclusive calm

4. Learn some simple dialog techniques to promote judgement based, collaborative outcomes.

For more information, please refer to https://www.roffeypark.com/executive-education/navigator-creating-calm-in-a-crisis/