Decision-Making During Crisis

A Self-Evaluation Tool with Tailored Resources

Implementing effective, efficient, and inclusive practices in talent management is harder than ever since the onset of the pandemic. Even as arts organizations open their doors to both patrons and staff to return in-person, uncertainty lingers with the arrival of new variants in uneven vaccination rates.

During this time of transition, it is more important than ever to connect with our colleagues in a meaningful way, to sustain employee motivation and satisfaction after a year of layoffs and furloughs, to make decisions and delegate work in hybrid or evolving work environments, and to lead with purpose and intention. 

The following questionnaire, adapted from the American Management Association’s Ten Questions for Decision Making, is designed to help you assess your organization’s decision-making approach during the past six months and then direct you toward resources to optimize your approach moving forward.

For each statement, evaluate your team on a scale of 1 to 5. Then, click through to the resources for anything you scored a 1 or 2, or the areas where you need most guidance.

We have cultivated an environment in which team members are comfortable being open and honest with supervisors about the challenges affecting their ability to work during this time.

(1: not at all; 3: somewhat; 5: very much so) 

The more deeply we understand the state of the environment we’ve cultivated, the more likely we are to make the right decisions for our workplace. Compassionate, empathetic leaders demonstrate they are willing to put themselves into the shoes of their employees during times of uncertainty. Looking for help cultivating trust with your staff? Check out these 22 Leadership Strategies to build trust in times of uncertainty and use these templates as inspiration to deploy regular employee surveys.  

We communicate transparently with our employees about what we do and do not know regarding the challenges that lie ahead.

(1: never; 3: sometimes; 5: always)

As in our interpersonal relationships, transparency with employees is key. If you’re apprehensive about handling difficult conversations with your staff, read what crisis communications professionals have to say about how to talk to your team and being honest while persuading your team to persevere. 

We strike a healthy balance between centralizing decision-making and making sure that everyone who has knowledge of, or a stake in, the topic is at the table from the get-go.

(1: never; 3: sometimes; 5: always)

Being expedient is necessary — and unavoidable — in times of change. At the same time (especially if still working remotely) it takes proactive work to include relevant stakeholders in the decision-making process. If your team’s decision-making is slower than you’d like, check out this seven-step framework for making tough decisions smoothly and efficiently. Conversely, if the pressure to move quickly is weighing on your team, read up on the reasons to slow down to make better decisions in a crisis. 

We have a clear, shared idea of what the problem is before we set out to solve it

(1: not at all; 3: somewhat; 5: very much so) 

As the quote popularly mis-attributed to Albert Einstein goes, “If I were given one hour to save the planet, I would spend 59 minutes defining the problem and one minute resolving it.” But the truth of the statement stands. Not only does your team need to define the right problem to solve, you need to have a shared understanding of what that problem entails and to be willing to update that understanding upon learning new information. Read up on Netflix’s 2006 problem-solving faux pas as a case study in identifying problems with clarity and flexibility. 

We create space and reserve time for each person involved in a decision to express their candid thoughts and feelings about the topic

(1: not at all; 3: somewhat; 5: very much so) 

Bringing key stakeholders into the room is not enough. What is your team doing to ensure everyone’s voice is heard — and not only heard, but taken seriously? To get each person’s unbiased views of what would be best for your organization, try out some of these easy ways to encourage employee involvement in decision-making. For longer-term adjustments, check out this article on how inclusive decision-making drives innovation and performance. 

Before narrowing down a handful of possible solutions, we consider a wide range of options based on the team’s ideas and feedback

(1: never; 3: sometimes; 5: always)

Making the right decision starts with having many options on the table. But brainstorming under pressure — not to mention, brainstorming while also handling new kinds of fatigue brought on by the online environment — is no easy task. Get inspired by these 25 tools for online brainstorming, and take a look at making ethical decision in times of crisis. 

In preparing to make a decision, we work together to collect and share information about the topic from all angles

(1: never; 3: sometimes; 5: always)

If one or two people are gathering all of the information or evidence about a topic, it’s unlikely that the decision-making process will treat all perspectives fairly. Know that finding the right information requires both internal and external work. Being willing to reflect on personal experiences is as important as referencing business journals, asking great questions of other business leaders, or looking elsewhere for information. 

When we make a decision, we summarize the conclusions we’ve made, identify the best course of action to move forward, and articulate acceptable alternatives

(1: never; 3: sometimes; 5: always)

The key here is those last three words: articulate acceptable alternatives. In our rapidly-changing world, it’s not enough to have one solution to a given problem. Create a decision tree and/or a decision matrix and preserve it in the event that alternative options become more favorable later down the road. Take a look at these templates and examples for inspiration. 

We define metrics and a time frame in which to assess whether our decision was the right one, determining procedures for modifying our decision and/or its implementation

(1: never; 3: sometimes; 5: always)

Making data-informed decisions is one thing; creating metrics to then evaluate those decisions and their subsequent implementation is another. It’s particularly challenging to assess decisions in the arts, where audience survey fatigue — on top of limited marketing and data analysis budgets — pose real barriers to measuring success. What is working, and what isn’t? What initiatives should your team scale up, and which ones need to be shut down — and how? Learn about how arts organizations can choose the right metrics and check out these resources for measuring project results in a way that makes sense for your context. 

While making crucial decisions in times of crisis, we keep an eye toward the future of our organization, anticipating potential new business models and innovations

(1: not at all; 3: somewhat; 5: very much so)

Strong executives not only develop the leaders of tomorrow, they consistently ideate & reimagine post-crisis success. Learn from some of the greatest business transformations of the last decade. And in the words of American politician Rahm Emanuel, “You never want a serious crisis to go to waste. And what I mean by that is an opportunity to do things that you think you could not do before.”