Decision-Making in Organizational Crisis in Traditional and Self-Managed Organizations

What is it about?

Effective crisis management is critical for all organisations, and both traditional and self-managed organisational structures present advantages and challenges when coping with a crisis. Self-managed organisations can make decisions more quickly, but a lack of defined chains of command can impede strategic direction and resource coordination. This paper explores the possibility of a hybrid model of the self-managed organisation, considering the advantages and disadvantages of both traditional and self-managed organisational structures in terms of crises.

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Why is it important?

The paper proposes a hybrid self-managed organisational model that may dynamically switch between decentralised and centralised structures based on the needs of the circumstance, which existing models such as Holacracy or Teal do not support. Unlike previous approaches that advocate for either totally autonomous or hierarchical systems, this study proposes a flexible operational framework that combines the best of both, with the goal of improving decision-making speed and coordination during emergencies. This approach challenges the rigidity of existing paradigms and opens new possibilities for adaptive organisational design.