ABSTRACT
In this chapter we explore leadership and decision making in extreme contexts and under extreme conditions – some of the least researched areas in business and management. We challenge the ‘it cannot happen to us’ paradigm, and encourage possibilistic thinking and increased tacit knowledge to make more informed decisions and to create greater problem-solving creativity. We explore the importance of a shared vision, goals, and expectations alongside group cohesion and a sense of solidity for performing in crises and extreme situations. Other aspects we address in this chapter include group egalitarianism and the blending of egos, mutual trust between team members, and the rotation of leadership to match the technical skills of the leader with the challenges the group faces.
