How first-line managers adapt to keep factories running when things go wrong.

What is it about?

This study looks at how managers handle unexpected disruptions to keep production stable. By interviewing managers and observing operations in Swedish manufacturing firms, the researchers found that "adaptability" isn't just one generic skill. Instead, managers use three distinct strategies depending on the type of problem they face: Negotiated Coordination: Used for personnel issues (e.g., staff shortages), where the solution involves talking to people and rearranging schedules. Procedural Escalation: Used for technical failures, where managers follow set rules and escalate the issue to maintenance or engineering teams. Goal-Oriented Improvisation: Used for complex, messy problems where there is no clear rulebook, requiring managers to come up with creative, on-the-spot solutions to meet production goals.

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Photo by Kateryna Shevchenko on Unsplash

Photo by Kateryna Shevchenko on Unsplash

Why is it important?

This research challenges the traditional view that "resilience" is just a general trait of an organization. Instead, it shows that resilience is actively "engineered" every day by managers on the shop floor. For companies, this finding is vital for training. Instead of giving managers generic crisis management advice, companies can train them specifically in these three distinct "logics". It also highlights the need for senior leadership to empower first-line managers, giving them the authority to step outside standard routines when necessary to solve complex problems.

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