The Incident Command Self-Managed Organization: A Hybrid Model for Adaptive Organizational Resilience

Butsch, Thomas, Bell, Robin ORCID: https://orcid.org/0000-0002-7325-4277 and Warren, Vessela ORCID: https://orcid.org/0000-0002-6016-1821 (2025) The Incident Command Self-Managed Organization: A Hybrid Model for Adaptive Organizational Resilience. Development and Learning in Organizations: An International Journal, AOP. pp. 1-4. ISSN Online ISSN: 1758-6097 Print ISSN: 1477-7282

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Abstract

Purpose
The paper proposes a hybrid organizational model, termed the Incident Command Self-Managed Organization (IC-SMO), that integrates the agility of self-managed organizations with the structure and coordination efficiency of hierarchical systems during crises.
Design/methodology/approach
Drawing on literature from organizational theory, crisis response, and leadership studies, this paper outlines the rationale, design, and implications of the IC-SMO model, providing a pathway toward greater organizational adaptability and resilience.
Findings
This paper posits that organizations can significantly enhance their resilience by adopting a hybrid structure that switches between self-managed and hierarchical modes based on clear, predefined triggers. Successful implementation depends on cultural readiness, staff training, and psychological safety. The model could support long-term adaptability and is applicable across various sectors where both agility and coordination are essential.
Originality
The work proposes a novel hybrid model that enables organizations to fluidly switch between decentralized and centralized structures based on real-time triggers. This innovative approach integrates the adaptability of self-managed teams with the coordination strength of crisis command systems, offering a new blueprint for building organizational resilience.
Research limitations
The paper is conceptual in nature, and the proposed IC-SMO model has yet to been tested in practice. Therefore, future research could seek to empirically validate the model and explore potential barriers to implementation, which could include cultural resistance, the requirement for training, and robust digital systems.
Practical implications
The IC-SMO model allows for dynamic transitions between decentralized, collective governance in normal conditions and centralized, hierarchical command during special circumstances such as crises, cross-functional coordination demands, or key performance indicator deviations.

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