* Key business processes are slow. When business processes are slow, people get irritated, whine, and complain. But when the process directly affects the business, managers become concerned and feel they must step in. For example, if your business cannot recognize revenue until the product ships, the product shipping business flow must be smooth and uninterrupted. Problems will directly affect revenue, the stock price, people's bonuses and paychecks, and employees' jobs. So when people are complaining, ask yourself if their activity is key to the successful operation of the company. If so, be sensitive and careful about how you proceed. If not, delicately turn your focus elsewhere.

* Applications are generally slow. If the situation is intense, usually the root cause is harsh enough to affect nearly all application areas on the system. So not only do you have people screaming about specific key business processes, but there is also a grumbling application user chorus. This is when you must prioritize and communicate to people what you are doing and why.

* Extreme pressure exists. In a firefighting situation, it is not uncommon for jobs to be on the line. When this occurs, people freak out. Their fear turns to anxiety, and they panic. People express this in different ways. I've seen people break down and cry. I've seen a distraught chief information officer (CIO) physically grab another person and drag him across the room. People become unstable. You need a way to methodically move forward to avoid becoming trapped.