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They become mired in the emergency phase of crisis management.
The authors contend that because of this, leaders may fall into the trap of "hunkering down" and try to solve problems with short-term fixes such as tightening controls, across-the-board cuts, and restructuring plans. Leadership will turn to what they know how to do in order to reduce frustration and quell their own and others' fears. Their primary mode will be drawing on familiar expertise to help their organizations weather the storm.
The article suggests that in order to avoid this trap that leaders practice adoptive leadership. Adoptive leadership calls for seizing the opportunity of moments like the current one to promote organizational change. The turbulence of the present can be used to build on and bring closure to the past. In the process, key rules of the game are changed and parts of the organization are reshaped as the work people do is redefined. Rather than protecting people from outside threats, leaders should...
Instead of orienting people to their current roles, leaders must disorient them so that new relationships can develop. Instead of quelling conflict, leaders have to draw the issues out. Instead of maintaining norms, leaders have to challenge "the way we do business" and help others distinguish immutable values from historical practices that must go.
These ideas are all well and good except if you want to knock somebody out of their comfort zone, you better give them a place to land; otherwise you are in danger of creating chaos. A leader must have a vision in order to lead and this article, while it makes many valid points, fails to address this very basic element of leading change.
References
Heifetz, R., Grashow, a. & Linsky, M. (2009, July). Leadership in a (permanent) crisis. Havard business review. Retrieved March 19, 2012, from http://hbr.org/2009/07/leadership-in-a-permanent-crisis/ar/1
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