In any game, everyone – from the players, coaches, to those officiating the match – should have a clear understanding of their roles and the rules and know the goals. For Jarrod Wilson, chief executive at Sydney-headquartered risk management firm Dynamiq, having a sporting approach to managing disruption is essential.
“While the specifics of a game may change, the approach remains the same,” explained Wilson. “That is, there is a defined area to play the game, with boundaries and signposts. Goals are clearly identified. The rules are understood by all, and we have people assigned to check compliance with the rules. Managers and leaders, on-field and off-field, are appointed and trained to react at different times and to identify and seize opportunities at the right times.
“As is the case in crisis management, the majority of arrangements are in place before ‘the game’ or disruption event. The team structure, talent identification, team rules, and even set plays. These arrangements are then practiced (training) to hone skills and foster teamwork, cooperation, and trust.”
The CEO continued: “Practice matches (exercises) are then used to test the arrangements and make final adjustments before match day. The difference being that the match details aren’t known. In fact, we can’t even be confident we know or understand the opposition.”
Wilson stressed that having no pre-arranged and common approach will see organisations try to sort themselves out with the added pressure of the event. He likened this to meeting your teammates for the first time while running out for a grand final.
“A complex or rapidly changing situation will only exacerbate weak arrangements and fracture under-rehearsed teams, just as they do for poorly prepared sporting teams,” he said. “Conversely, well-rehearsed teams build in confidence, as they contain the event then become increasingly proactive in planning their recovery.”