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EFFECTIVE COMMUNICATION AND DECISION MAKING DURING ORGANIZATIONAL CRISIS

EFFECTIVE COMMUNICATION AND DECISION MAKING DURING ORGANIZATIONAL CRISIS

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Published by: jfroehlig on Apr 06, 2010
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04/23/2011

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Effective Communication 1
EFFECTIVE COMMUNICATION AND DECISION MAKING DURINGORGANIZATIONAL CRISIS
Jessica FroehligMay 2009 
 
Effective Communication 2Stress can be detrimental to any organization. There are many serious effects of stress in theworkplace for both employers and employees. A lack of communication or bad habits used inhigh stress environments (medical, aviation, law enforcement, military, etc.) can have dangerousresults. In today’s society, even typically non-stressful environments may experience high stresssituations or crises. Effective organizational communication can directly determine theefficiency of work, problem solving, relationship building and maintaining, as well as how productive high stress work can be. In what ways can organizations most effectivelycommunicate and make decisions during times of crisis?The importance of organizational communication in crises situations is critical in how thesecircumstances result. Effective delivery between colleagues is a must in order to achieveeffective stress and crises management in the workplace.
Example High Stress Work Environments
Police work 
Critical care/trauma nursing support
Active Military duty / theater of war 
Airline employees
Example NonStress Work Environment Crises
 Natural disaster 
Security breach
Malicious rumor 
Employee death
 
Effective Communication 3Both high stress workplace environments and nonstress workplace environments can experiencea crisis or high-stress situation that can disrupt the general flow of business, greatly affect howfuture business is handed, and increase unhealthy stress levels among employees.
Risks of high stress/poor communication related to workplace
Professionals that operate in high stress environments may not be attaining Maslow’s Hierarchyof Needs for a comfortable emotional state. Falling between safety (comfort) and psychologicalneeds (belongingness), these individuals may feel they are sacrificing security, order, stability,workplace relationships or belonging. Not meeting these needs can definitely lead to high burnout and less productivity.Employees in high stress environments may face emotional exhaustion, manifesting in loss of concern, trust, and interest. These tie to feelings of fatigue, irritability, frustration and burnout
.
Eventually employees may feel as though they are not able to deliver at a psychologically soundlevel (Gaines, 568). Research has suggested fatigue and accident proneness to be serious resultsdirectly related to experiencing workplace crises. It is noted that several critical work relatedissues may be affected when experiencing high volumes of organization stress and poor communication: Reduced job involvement, reduced performance effectiveness, reduced jobsatisfaction, absenteeism, turnover, and most importantly, potential occupational hazard (Bhagat,663).
 
Impaired work performance directly contributes to the generation of additional stressors,requiring social readjustments and coping for the employee (Bhagat, 668).

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