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Research paper

A preliminary analysis of high-stakes decision-making for crisis leadership

Terry Oroszi
Journal of Business Continuity & Emergency Planning, 11 (4), 335-359 (2018)
https://doi.org/10.69554/SMVG2879

Abstract

High-stakes decision-making is a critical component of crisis leadership. This study examined the decision-making processes of global, national and local crisis professionals to identify common decision-making process traits, and proposes a useful model to guide crisis leaders’ high-stakes decision-making. Crises have distinct factors: they are time-sensitive, pose significant risks and require consequential decisions. A sample group of 15 national and international expert crisis professionals in leadership positions from national security, law enforcement and government sectors participated in this study. Seven popular decision-making models were deconstructed into 50 individual process traits and converted into a survey. The experts were asked to identify process traits from the survey that they felt best reflected their approach to decisionmaking. The responses of the professionals were analysed, and a new model assembled based on their expertise. The findings identified a pattern of practice across the spectrum of crisis leaders and demonstrated the potential usefulness of a new decision-making model that captures the decision-making process traits of expert crisis leaders. This research provides inexperienced crisis professionals with a model drawn from the experiences of national and global crisis experts. In addition to benefiting the novice crisis professional, the model can be used by organisations to create a personalised company crisis plan.

Keywords: crisis; decision-making; stress; leadership; crisis management; decision-making models

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Author's Biography

Terry Oroszi is an assistant professor at Wright State University Boonshoft School of Medicine’s Department of Pharmacology & Toxicology, and Director of the Graduate and Chemical, Biological, Radiological, Nuclear Defence Programs. She is also a strategic planner and leads workshops on leadership and terrorism. She founded and manages the Dayton Think Tank, a 50-member group with a focus on crisis, threat, disaster and emergency management. Members include several regional city mayors, various fire and police chiefs, sheriff, deans, military officers and other stakeholders. Among other publications, she co-edited and contributed to the book, ‘Weapons of Mass Psychological Destruction, and the People Who Use Them’ (Praeger/ ABC-CLIO).

Citation

Oroszi, Terry (2018, June 1). A preliminary analysis of high-stakes decision-making for crisis leadership. In the Journal of Business Continuity & Emergency Planning, Volume 11, Issue 4. https://doi.org/10.69554/SMVG2879.

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cover image, Journal of Business Continuity & Emergency Planning
Journal of Business Continuity & Emergency Planning
Volume 11 / Issue 4
© Henry Stewart
Publications LLP

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