The incident command self-managed organization

What is it about?

The paper proposes a new hybrid organizational structure called the Incident Command Self-Managed Organization (IC-SMO). This model integrates the flexibility and autonomy of self-managed organizations with the clarity and coordination of the Incident Command System used in crisis response. Under normal conditions, the organization operates through decentralized, peer-based decision-making. When predefined triggers—such as operational disruptions, KPI deviations, or external crises—occur, the structure temporarily shifts into a hierarchical incident-command mode with a designated incident commander and streamlined reporting lines. The paper outlines the theoretical foundations of both organizational forms, explains the mechanics of switching between modes, and identifies the cultural, psychological, and technical enablers required for successful implementation.

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Why is it important?

Balancing autonomy with coordinated crisis response is a persistent challenge in modern organizations, and this paper offers a structured solution to that problem. Self-managed systems support innovation and engagement but often falter when rapid, unified direction is needed, while hierarchical models provide clarity under pressure but restrict flexibility in day-to-day operations. The IC-SMO framework bridges this divide by enabling organizations to shift between decentralized and hierarchical modes using predefined triggers, embedding resilience directly into their structural design. This approach provides a workable mechanism for combining empowerment, accountability, agility, and crisis-readiness, making it relevant across a wide range of sectors and opening new avenues for empirical research on adaptive hybrid organizational models.