 |
…crises are such valuable opportunities that a wise leader often prolongs a sense of emergency on purpose.
|
178 |
 |
Often an emergency is not obviously an emergency… we can determine from the way the other witnesses are reacting whether the event is or is not an emergency.
|
146 |
 |
…once uncertainty is removed and witnesses are convinced an emergency situation exists, aid is very likely.
|
147 |
 |
…when the need for emergency aid is unclear, even genuine victims are unlikely to be helped in a crowd.
|
148 |
 |
…your best strategy when in need of emergency help is to reduce the uncertainties of those around you concerning your condition and their responsibilities. Be precise as possible about your need for aid.
|
151 |
 |
…though there are guidelines for how to deal with emergencies, at the end of the day, we trust the expertise of a few special people to know when to break the rules.
|
91 |
 |
Without imagination, leaders cannot meet emergencies and create plans to guide their followers efficiently.
|
059 |
