Table 1 Overview of challenges for... | Emerald Publishing

Table 1

Overview of challenges for management teams during crises

Exp	Problem	Problem description	Planning solution	Empirical evidence	Application
Deliberating: integrating socially and temporally distributed information
1a/b	Socially distributed information	Crises require bringing together experts with different backgrounds	Plan to review conflicting information before making decision: Trigger team deliberation process to go over new information thoroughly	cII “And when we finally take the decision sheet to note our preferred alternative, then we will go over the advantages of the non-preferred alternatives again” improved information deliberation and hidden profile decisions under time pressure in interactive teams	Plan how to revise information before making final decision during crises
1a/b	Socially distributed information	→ Teams need to pool and integrate unique knowledge to make optimal decision
2a/b	Temporally distributed information	Crises develop rapidly and new information emerges over time	Plan to take onlooker's perspective before making decision: Allow team to distance from & revise initial decision	cII “If we are about to make an investment decision, then we will judge the project as neutral observers who are not responsible for earlier decisions!” reduced escalation of commitment in interactive teams	Plan how to periodically objectively assess current situation during crises
2a/b	Temporally distributed information	→ Teams need to integrate emerging knowledge to revise initial decisions
Deciding: prioritizing the common good
3	Foregoing immediate individual financial reward	Crises lead to resource scarcity, making it hard to decide for the common good	Plan to focus on collective when making decision: Help prioritize collective outcome over individual immediate outcome	cII “When we are about to make our pricing decision, then we will consider the collective pay-off” increased cooperation in group prisoners' dilemma game	Plan to focus on collective and long-term outcomes
3	Foregoing immediate individual financial reward	→ Teams need to prioritize collective over self-interest			Plan to focus on collective and long-term outcomes
Persisting: tolerating discomfort and withstanding social pressures
4a/b	Implementing decision despite strong peer pressure	Crises violate basic needs, leading to increased social pressures	Plan to stick to necessities: Help implement necessary decision swiftly, outrunning automatic peer pressure	cII “And if we want to put something in our shopping basket, then we will only take what we really need!” reduced impulse buying under strong, automatic peer pressure	Plan to interrupt stakeholder who is about to pressure management
4a/b	Implementing decision despite strong peer pressure	→ Teams need to implement their decisions despite undue social pressures
5a/b	Persistent effort despite discomfort	Crises can last for a long time, requiring persistent goal-striving	Plan to ignore discomfort and boost efficacy: Overcome premature signs of fatigue and prevent giving up early	cII “And if our muscles hurt, then we will ignore the pain and tell ourselves: We can do it!” improved persistence in physical task in interactive team. Increased group-focused verbal interaction qualified as a process variable	Plan to ignore uncomfortable experiences and actively use motivational self-speech
5a/b	Persistent effort despite discomfort	→ Teams need to stay on track despite discomfort

Exp	Problem	Problem description	Planning solution	Empirical evidence	Application
Deliberating: integrating socially and temporally distributed information
1a/b	Socially distributed information	Crises require bringing together experts with different backgrounds	Plan to review conflicting information before making decision: Trigger team deliberation process to go over new information thoroughly	cII “And when we finally take the decision sheet to note our preferred alternative, then we will go over the advantages of the non-preferred alternatives again” improved information deliberation and hidden profile decisions under time pressure in interactive teams	Plan how to revise information before making final decision during crises
1a/b	Socially distributed information	→ Teams need to pool and integrate unique knowledge to make optimal decision
2a/b	Temporally distributed information	Crises develop rapidly and new information emerges over time	Plan to take onlooker's perspective before making decision: Allow team to distance from & revise initial decision	cII “If we are about to make an investment decision, then we will judge the project as neutral observers who are not responsible for earlier decisions!” reduced escalation of commitment in interactive teams	Plan how to periodically objectively assess current situation during crises
2a/b	Temporally distributed information	→ Teams need to integrate emerging knowledge to revise initial decisions
Deciding: prioritizing the common good
3	Foregoing immediate individual financial reward	Crises lead to resource scarcity, making it hard to decide for the common good	Plan to focus on collective when making decision: Help prioritize collective outcome over individual immediate outcome	cII “When we are about to make our pricing decision, then we will consider the collective pay-off” increased cooperation in group prisoners' dilemma game	Plan to focus on collective and long-term outcomes
3	Foregoing immediate individual financial reward	→ Teams need to prioritize collective over self-interest			Plan to focus on collective and long-term outcomes
Persisting: tolerating discomfort and withstanding social pressures
4a/b	Implementing decision despite strong peer pressure	Crises violate basic needs, leading to increased social pressures	Plan to stick to necessities: Help implement necessary decision swiftly, outrunning automatic peer pressure	cII “And if we want to put something in our shopping basket, then we will only take what we really need!” reduced impulse buying under strong, automatic peer pressure	Plan to interrupt stakeholder who is about to pressure management
4a/b	Implementing decision despite strong peer pressure	→ Teams need to implement their decisions despite undue social pressures
5a/b	Persistent effort despite discomfort	Crises can last for a long time, requiring persistent goal-striving	Plan to ignore discomfort and boost efficacy: Overcome premature signs of fatigue and prevent giving up early	cII “And if our muscles hurt, then we will ignore the pain and tell ourselves: We can do it!” improved persistence in physical task in interactive team. Increased group-focused verbal interaction qualified as a process variable	Plan to ignore uncomfortable experiences and actively use motivational self-speech
5a/b	Persistent effort despite discomfort	→ Teams need to stay on track despite discomfort

Note(s): cII: Collective Implementation Intention