The Critical Decision Vortex: Lessons From the Emergency Room

The dominant model of decision making, rational decision making, is increasingly challenged by research on intuitive decision making and emotion. This article contributes to the debate by articulating a model of how rational decision making, intuitive decision making, and emotion influence each other: the critical decision vortex. The critical decision vortex emerges from a discussion between an emergency room (ER) doctor and a management scholar. The experience of the doctor diagnosing and treating patients in the ER provides the background for a reflection on decision making in critical conditions. One of the main findings of this collaborative effort is that to be effective, ER doctors, like managers, need to remain centered in the critical decision vortex; they need to attend equally to their analytical conclusions, the intuitive hunches that come from their experience, and remain open and attentive to their emotions

Bureaucratic Failure and the UK's lack of Preparedness for Foot and Mouth Disease

This article explores the UK's lack of preparedness for Foot and Mouth Disease (FMD) and the consequences for the 2001 outbreak. First, it utilises literature on crisis management and policy failure in order explore the problems caused by, and explanations for, lack of crisis preparedness. Second, it examines in detail a series of overlapping bureaucratic failures, particularly on the part of the Ministry for Agriculture, Fisheries and Food (MAFF), which not only reduced the UK's capacity to cope with the epidemic, but also exacerbated it. These failures included cultural complacency, resource weaknesses, lack of contingency planning, delays in implementing EU legislation, confused priorities and a failure to learn from the previous major outbreak in 1967-68. Finally, it suggests that explanations for the UK's inadequate preparedness for FMD can be found at the individual, organisational and societal levels