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READING 'Stress and Exploitative Decision-Making' on recommendation from @jennahansel [open-access]. Overall a really good short-read, with some salient takeaways.
Thoughts in thread. https://www.jneurosci.org/content/37/42/10035
Thoughts in thread. https://www.jneurosci.org/content/37/42/10035
The researchers measured stress via cortisol levels.
Cortisol is a steroid hormone that is widely accepted as having metabolic and immune system interactions within the body. It is also accepted that cortisol has a very important role in helping the body respond to stress.
Cortisol is a steroid hormone that is widely accepted as having metabolic and immune system interactions within the body. It is also accepted that cortisol has a very important role in helping the body respond to stress.
The authors state that stress leads to people developing biased perceptions of the quality of their environment - ie. "stressed individuals perceive the environment to be harsher than it actually is."
The authors also note that stress shifts focus to the present over the future.
The authors also note that stress shifts focus to the present over the future.
The influence stress has on decision-making "reduces cognitive flexibility' meaning that the decision-maker does not update their perceptions based on the changing or dynamic quality of the environment around them.
This has neurological impacts as stress disrupts brain function.
This has neurological impacts as stress disrupts brain function.
"Acute and chronic stressors appear to lead to impaired prefrontal function and increased resilience on striatal and limbic structures to guide decision-making."
This results in reduced cognitive flexibility and decision-making ability to explore different options.
This results in reduced cognitive flexibility and decision-making ability to explore different options.
The authors ack that there is still much to learn in this space, particularly re the influence of dopamine (a feel-good hormone).
From a crisis and emergency management perspective, there are a few key takeaways here that are supported by other studies.
From a crisis and emergency management perspective, there are a few key takeaways here that are supported by other studies.
Biases impact decision-making. Stress influences this process and can negatively impact the way decision-makers decide, forecast and anticipate risks strategically and operationally. It is well accepted that fatigue increases stress and reduces cognition and good decision-making.
This leads to unacceptable (and preventable) risks that have life and death consequences in the field.
From a strategic point of view, leaders influenced by stress have also been observed to make sub-optimal decisions that result in poor outcomes.
From a strategic point of view, leaders influenced by stress have also been observed to make sub-optimal decisions that result in poor outcomes.
This again presents unacceptable risks as those decisions are filtered downward.
While the authors of this paper do not suggest a remedy, in the emergency management sector it is widely accepted that rest - away from the field - is the only real way to treat stress.
While the authors of this paper do not suggest a remedy, in the emergency management sector it is widely accepted that rest - away from the field - is the only real way to treat stress.
Operational rosters reflect this - with legislated downtimes of at least 8hrs in many sectors. State Control Centres and Emergency Services for example have extensive Deputy structures to ensure those in leadership roles are able to get solid rest while operations continue.
Shift handovers and briefings occur to share information and decision logs are kept to enable continuity of strategic intent.
COVID19 presents different challenges for the civilian sector in particular, as they are not ordinarily used to operating under stress conditions
COVID19 presents different challenges for the civilian sector in particular, as they are not ordinarily used to operating under stress conditions
for extended periods of time as emergency services and the military are. The COVID emergency will be a years long, protracted crisis. Civilian leaders should look to the military and emergency services for ways to effectively lead and manage campaign-length crises.
Finally, I'd add that the convergence of crises is also highly likely. In Australia for example, bushfire season starts again within months and those fires will burn pandemic or not. This will place enormous pressure on leaders, -making scheduled, appropriate R&R critical.
