Decision-making during VUCA crises: Insights from the 2017 Northern California firestorm

Cliff Thomas
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Cliff Thomas: Atlas Group, Inc., USA

Journal of Business Continuity & Emergency Planning, 2020, vol. 14, issue 1, 82-94

Abstract: Decision-making is a central aspect of crisis management, yet research and literature directed at the topic are scarce. Consequently, practitioners have access to very few new decision-making insights. To help fill this knowledge gap, a study of leader decision-making during the 2017 Northern California firestorm was undertaken. The outcomes of the study suggest that crisis decision-making may be less process-driven and consequence-focused than has been previously thought. Rather, a myriad of human elements appear to have significantly influenced crisis decision-making. Three influences discussed in this paper involve the fluidity and variability of decision factors, leader and team trust, and leader wellbeing. Finally, the paper discusses the practical implications of the study’s outcomes.

Keywords: crisis leadership; crisis management; decision-making; human element; trust; VUCA (search for similar items in EconPapers)
JEL-codes: M1 M10 M12 (search for similar items in EconPapers)
Date: 2020
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Persistent link: https://EconPapers.repec.org/RePEc:aza:jbcep0:y:2020:v:14:i:1:p:82-94

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