It's about finding a way around in the unknown. With our current situation, no one has experience to fall back on. Everyone works with assumptions and the aim is to find out as quickly as possible whether these assumptions are correct. It is constantly checked whether measures that are tried to achieve a certain goal are effective and, if not, to then reject them and try something different. The world cannot become more agile than it is now!
I would hope that even after the crisis, we will continue to structure our coexistence and collaboration in such a way that we proceed iteratively and participatively: delegate decisions to groups of colleagues, experts or people who feel called to a topic, instead of proceeding strictly hierarchically. In this way, we increase the chances of becoming more adaptable in crises or even avoiding crises if all voices are heard in good time.
It is a mistaken belief that decisions delegated to teams have to be slower or less qualified. With sufficient knowledge of various decision-making tools and the strict separation of discussion groups versus decision-making rounds, decisions can be made in a team in a very efficient and qualified manner. Decision-making processes range from a simple majority decision to a consultative individual decision (one person is named and makes the decision for everyone after interviewing a few colleagues beforehand) to systemic consensus (no team member has a serious objection).
In order to avoid overwhelming team members, we have to gradually develop self-organization skills in the team. This requires a mindful approach, time and perseverance. I am convinced that the journey is worthwhile and as a result provides us with adaptable organizations ready for the future.
