In fact, the learned ability to triage might be the most versatile skill in my toolkit. Emergency medicine teaches triage as a structured process to evaluate and prioritize treatment for victims.
Multi-car pileups, a helicopter crash, burning buildings…
These are mass-casualty incidents.
If there are 10 victims, for example, triage is used to assess who needs life-or-death attention and in what order.
Life or death? Stop and fix.
Stable? Find out who’s next.
Not stable anymore? Decide who needs to wait.
Navigating a mass-casualty incident requires a team. Their ability to triage victims effectively relies on clear definitions of roles and responsibilities.
Most importantly, there has to be a leader overseeing the team.
They’re the decision-maker.
It’s not that they don’t like each other, it’s just that decision making tends to pick one at a time by default.
I was reminded of this while playing the Worst Case Scenario card game recently.
“if stuck in an elevator is a 5, how is trapped in a sinking car NOT a 5???”
That was a fair point, they’re similar enough.
See, players take turns in this card game.
And each round it’s up to someone else to determine the worst scenario of the 5 available cards on the table. Points are earned when you correctly guess their ranking of the scenarios.
A pattern emerged during the game. It crystalized when Jenny confronted Isobel’s ranking of the sinking car scenario.
We learned something fascinating: the psychology of the decision-maker, compared to that of the other, guessing, players differed in one, very major way.
Logic.
Logic did not matter to the decision-maker at all. Emotion did. All they could think of was how they’d feel if caught in one of the scenarios.
Logic mattered very much to those trying to guess how the decision-maker would feel about the options. Emotion did not. Players ruled out and prioritized cards by the objective severity of the scenario.
Stress is our body’s biological response to becoming the decision-maker. Your stress increases with the intensity of the decision being made.
The way to defuse intensity is to use triage.
Managing groups of people effectively in high-risk environments is the ultimate way to exercise the decision-making muscle.
You’ve heard of herding cats, yes?
Well, let’s say it’s your job to wrangle a group of 15 teenagers. Let’s give them 50lbs of gear and put them on the side of a mountain. Oh, and you have to teach them how to use the gear. Without getting hurt. And they HAVE to have fun or you don’t get paid. And, for the sake of the argument, you’re responsible for this group for 2 weeks.
That’s a lot of decision making, hoss.
Making decisions under pressure is great for responding to bad situations, but do it enough and you unlock the multiplier — preventing bad situations.
I don’t like it.
To be very honest with you, I’d go so far as to say that it makes me mad.
Triage is not a solution, it’s a bandaid. It’s meant to prioritize which problems to solve.
The thing about mass-casualty emergency response is the ticking clock. Decision-making is condensed when life and limb are on the line.
But in business?
Bandaids are not confined to condensed timelines because the stress is distributed —the pressure doesn’t compound evenly.
If you’ve ever been a server or expo’d in a kitchen (ok, fine, even if you watched The Bear on Hulu), you understand the compounding, shared pressure of group problem solving — of stress-induced decision-making.
Of triage.
A good manager spots bottlenecks and helps prioritize the path to getting unstuck.
“Firefighting” in business means scrambling to keep up with the onslaught of incoming demands.
And it makes me mad because it’s a signal of using a temporary approach where long-term problem solving is needed.
Clarity compounds. So does friction. And, stress spreads.
The 5 Dominos of Overly Stressed Systems
1. friction ferments into decentralized systems.
Decentralized systems and disjointed resource sharing create isolated teams working in silos.
2. silos create communication barriers.
Lack of visibility into project progress and clunky layers of communication further divide already separating teams.
3. communication barriers create misaligned priorities.
Without clearly defined channels for collaboration, team focus and priority drift unevenly and unknowingly from one initiative to another.
4. misaligned priorities create missed sales goals.
Unclear or conflicting directives across siloed teams create the stalled progress of treading water — action does not equal traction.
5. missed sales goals create urgent, new marketing initiatives.
"uh oh" moments of realization lead to well-intentioned bandaids that ultimately don’t solve the cause of the problem.
Lack of clarity creates systems that decay.
onward.
-dm
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