It's Important To Identify The Guilty Parties And Assign Blame.
Human defenses tend to activate when a crisis occurs. We get disoriented. The crisis takes the form of a cosmic incident in which chaos is introduced into the universe. Our understanding of the world is disintegrating. In these circumstances, we search for an explanation or something to hang it on. And it often results in the pursuit of scapegoats. Who are the guilty parties and who is to blame for the crisis? It is human nature for us to place blame for what has occurred on someone. For instance, there are obviously a lot of scapegoats in the financial crisis narrative as it is reported in the media.
We Have Learned That From The Financial Crisis
First, the financial sector, where a unique kind of person makes excellent money by collecting debts from other people. Second, the banks have taken a serious hit to the idea of the reliable, knowledgeable advisor who could be relied upon. Thirdly, the Americans and their bank advisors who, in their haste to disburse loans, made home purchases to those without a red flag, obliging them of the danger. And lastly, the external causes of the global economic crises and terrible economic cycles, or rather the whole capitalism system itself.
We Have Learned That From The Financial Crisis
Within a company, accountability must also be delegated, and the manager is often left to take the brunt of this obligation. Crisis researcher Ian Mitroff, an American, discusses the sense of "betrayal" and how many workers feel let down by their supervisors during a crisis. Managers are often tasked with taking on the role of the family's father or mother and making sure the family is doing as well as it can. You experience disappointment when this isn't the case.
Gaining trust is more difficult the larger the failure. In cases when managers have behaved in an intentionally erroneous or immoral manner, there is a strong sense of failure that is very hard to overcome. However, this emotion also strikes CEOs whose companies are being negatively impacted by the crisis! because there was nothing they could have done? Foresaw that? Furthermore, don't they have some responsibility for the family's or the business's success, for handling the problem so well that nothing has to be said goodbye?
It Has Been Rediscovered That An Organizational Crisis Has An Inside Component.
Relations with external stakeholders—customers, partners, consumers, the
public, investors, and last but not least, the media—have historically received
a lot of attention during times of crisis. Conversely, the significance of the
internal aspect of an organizational crisis has emerged during the financial
crisis. the unique difficulties that develop inside for workers, middle
managers, and senior managers.
A year ago, there wasn't enough workers. The significance of "man
power" and "employer branding" were discussed. Terms like
voluntary redundancies, layoff plans, wage reductions, and division of work
have become mainstream nowadays! The workforce has suffered as a result of
savings and restructuring brought about by the financial crisis.
However, how
appropriate is it to fire employees, and how should this happen? Why, how,
what, and who? What is and is not fair? As a result, there is now a tremendous
deal of internal ambiguity and mistrust toward the management—are they really
speaking the truth today? Can we believe what they say? Will I also soon lose
my job? And what part are the managers supposed to play? Are they the cause of
the crisis or are they its victims?
Employees must adjust to the responses of the outside world as they represent
the organization to the public. From harsh taunts and ferocious hostility, such
as when a bank or savings bank staff confronts irate clients in the
neighborhood, to compassion and assistance during layoffs. It also involves
feelings, ranging from resentment and mistrust to guilt, resignation, and
indifference.
For businesses to succeed in the future, human capital is
crucial. Thus, how can one get motivation? How can one foster optimism? How do
we make sure we stay forward-looking and inventive in our thinking? What is the
greatest way to communicate when you are unsure of what the crystal ball will
reveal? Here, internal communication takes on a particularly important
strategic role that may be used to reduce ambiguity and provide context for
understanding what's happening and how to proceed.
Trust And Social Capital Are Crucial.
The financial crisis has, if anything, highlighted the critical importance of social capital and the capacity to (re)create and sustain confidence. Social trust is just as important as money and turnover in this situation. from clients, partners, staff, and the local community. Without faith in the organization's capabilities, services, management, and staff, things may quickly spiral out of control and have catastrophic results. How much does it require? How do you communicate? Which rhetorical devices and symbolic acts are applicable?