The Reality of High-Stakes Environments
The trauma room is loud. Monitors are beeping. A nurse calls out vital signs while another nurse attempts to establish IV access. A physician is making rapid decisions as information becomes available while also assessing the patient.
In the middle of it all, one factor determines whether the team functions effectively or begins to break down: communication. Clear communication is the beating heart of not only emergency medicine, but healthcare.
Now consider a different environment: backstage at a live event, a keynote speaker is late, the AV team is troubleshooting an issue that is not yet fully understood, attendees are waiting, and the schedule is already behind. (A nightmare, right?)
These environments may look different, but the conditions are similar. Time pressure, incomplete information, and high visibility create a setting where communication must be clear, fast, and reliable.
Event professionals operate in high-stakes environments all the time. When something goes wrong communication becomes the system that either stabilizes the situation or accelerates the problem.
What the ER Understands About Communication
In emergency medicine, communication is not treated as a soft skill, it is a core clinical competency supported by structured practices like SBAR and closed-loop communication. Even (especially) in emergencies, systems have been developed to standardize how information is shared under pressure.
These systems recognize predictable human responses to stress:
- People make snap-judgements when emotions run high
- Messages become fragmented
- Hierarchy can limit who feels comfortable speaking up
- Cognitive overload reduces clarity and accuracy
Because of this, effective teams rely on shared communication practices rather than individual effort alone. One thing I’ve seen time and time again: a team is only as strong as the sum of collective expertise- healthcare is a team sport. I’d bet the meetings industry is a team sport, too.
Why Event Teams Struggle Under Pressure (from what I’ve seen)
Before presenting at MIC Converge in March 2026, I interviewed several event professionals. I also sat in on industry-specific sessions during the conference to learn more about the events industry. That said- I am not an event professional, but this is what I’ve gathered: the challenge is maintaining clarity and coordination when conditions change quickly, people have different communication practices, people have different expectations, and everyone has different benchmarks of success.
When pressure increases:
- Information is held by different individuals without a shared view of success
- Team members hesitate to raise concerns or question decisions for fear of punishment
- Updates are communicated inconsistently and across different mediums
- Small issues compound into larger disruptions when avoided or mishandled
Unfortunately, these patterns are not unique to events, they are consistent with what is seen in other high-pressure industries.
Without intentional communication structures, even strong teams become reactive rather than coordinated. The sympathetic nervous system takes over and moving and speaking keep happening, but it’s not as productive. The key is to intentionally create safety.
Psychological Safety as a Performance Advantage
What is psychological safety? “Team psychological safety is a shared belief by team members that it is acceptable to explore possibilities, express ideas and concerns openly, speak up with questions, and share mistakes, without fear of negative consequences. Psychological safety fosters work environments that enhance team performance, innovation, creativity, resilience, and learning,” Silva, Hendricksen, Larsen, Talbot, and Stewart.
This concept has been widely studied across industries, including healthcare and organizational leadership.
In practical terms, this means:
- Concerns are raised earlier
- Questions are asked more freely
- Information flows more consistently
In time-sensitive environments, early communication is critical. Delays in speaking up often lead to more complex problems later (and you don’t have time for that, you’re busy!).
Four Communication Practices That Prevent Chaos
1. Name concerns early
Teams benefit from a shared expectation that concerns should be voiced as soon as they are identified.
Example:
“I am concerned about the timing of the next session based on current delays.”
“I am concerned about the timing of the next session based on current delays.”
Early communication allows for earlier intervention and preventing a bigger problem (and headache) down the road. Keep it objective. Pointing fingers won’t help here.
2. Use closed-loop communication
Closed-loop communication ensures that information is clearly sent, received, and confirmed.
Example:
“Can you confirm the updated arrival time for the speaker?”
“Confirmed. Arrival is now 10:15 AM.”
“Can you confirm the updated arrival time for the speaker?”
“Confirmed. Arrival is now 10:15 AM.”
This reduces the risk of miscommunication and assumption. Bonus: document this change somewhere to refer back to if needed.
3. Clarify roles during disruptions
When plans change, roles should be re-established in real time.
Example:
“You coordinate with the speaker. I will work with the AV team.”
“You coordinate with the speaker. I will work with the AV team.”
Clear ownership reduces duplication and prevents gaps in response. Bonus: make eye contact if in person and confirm receipt when it’s digitally communicated. Both practices are standard in healthcare.
4. Conduct pre-event failure planning
High-reliability teams prepare for potential disruptions in advance.
Before an event, consider:
- What issues are most likely to occur (and what issues have occurred historically)
- How communication will be handled if they do occur
- Who is responsible for key decisions (and what does escalation look like)
This approach improves response time and reduces uncertainty. There are escalation pathways for nearly everything in the ER. At first, I didn’t understand why so many plans were needed. However, I’ve lived through enough emergencies and weird situations to know that a little planning goes a long way.
Applying This to Your Next Event
These practices can be introduced without major structural changes.
Start with small, consistent actions:
- Establish a norm for speaking up early in various settings, not just when stress hits. If something is a norm before stress hits, it will be easier to use this practice.
- Practice closed-loop communication during planning meetings
- Add a brief pre-event huddle focused on potential challenges
- Ask your team for solutions. Diverse perspectives strengthen solutions.
Over time, these practices create a more predictable and responsive team environment.
Here’s what it may sound, look, and feel like (don’t forget to breathe! That will help regulate the stress):
Final Thoughts
Unexpected challenges are a natural part of live events. The goal is not to eliminate disruption but to respond to it effectively.
In emergency medicine, teams do not control what situations arise. They focus on how they communicate and coordinate in response.
Event professionals operate under similar conditions.
When communication is structured, consistent, and supported by psychological safety, teams are better equipped to adapt, respond, and deliver successful outcomes.
About the author:
Adrianna Muñoz is a current ER nurse, leadership coach, and professional speaker who specializes in conflict resolution and psychological safety. She holds a master’s degree in nursing with a focus on clinical nurse leadership and has spent years working in high-pressure emergency care environments and leadership.
As a professional keynote and workshop presenter, Adrianna helps leaders and teams in various industries build skills in communication, conflict management, and culture development. Her work blends evidence-based practice with real-world experience to create practical, human-centered solutions for complex team challenges. She’s partnered with organizations like LinkedIn, Emergency Nurses Association, MIC, and private groups to facilitate fun and actionable conversations on conflict to help companies retain staff through improved engagement.
