The next time you feel unimportant, try manufacturing a crisis and then set out to avert it. If you can find a few like-minded individuals perhaps you can escalate it, organise meetings to discuss it, or even mobilise a SWOT Team.
Creating a crisis really isn’t that difficult; all it requires is an everyday event, a little imagination and a propensity to panic. If done well, it can create turmoil, diverting attention from productive pursuits to attend to the distraction of the day.
Of course, averting these manufactured crises rarely contributes much to the greater good and won’t even provide useful practice for dealing with real crises which tend to be a little more stealthy, more urgent, pervasive, difficult to precisely describe and generally untimely.
Some organisations are adept at nipping manufactured crises in the bud. They are able to effectively assess the risk and quickly re-focus their resources on their collective goals. Others however seem to accept, and become consumed with manufactured crises. Everyone is busy and important, but little productive work is done.
The next time you’re faced with one, ask yourself whether it’s a real crisis. If not, what’s the fastest way you can eliminate it and get back to doing something really important?