4 minute read
What Separates the Best Crisis Teams from the Rest | Part 3
AN EXCLUSIVE 4-PART SERIES
PART 3
Following on from Part 1 and Part 2 of this article series, where we explored what crisis teams are for, who needs to be involved, why deliberate preparation matters, and how operating rhythm and speed of response shape performance, this article moves to the third pillar: Decision Making, focusing on how effective decision‑making keeps teams moving at pace without losing control.
These are not theoretical. They are drawn directly from what we observe when teams are under pressure: the things that go right, and the things that go wrong. Repeatedly, predictably, and avoidably. We publish them here because we believe every crisis team deserves to know the standard they should be measured against.
PILLAR 03: Decision Making
Crisis decision-making is not the same as business-as-usual decision making. The information is incomplete. The stakes are higher. The clock is running. Teams that wait for perfect information before acting will always be behind the crisis. Teams that act without any structure will make mistakes they can’t walk back.
Proactive Decision Making Under Uncertainty
Decisions are made proactively despite incomplete information. A clear decision-making cycle is followed — data, experience, belief, discuss, execute, evaluate — with decisions aligned to predefined crisis thresholds, not solely individual judgment.
Where teams trip up
Unwillingness to make decisions in uncertainty. Lack of clarity between facts and assumptions. Knee-jerk decision-making without appropriate consultation. Not following a consistent decision-making structure.
Alternates Prepared Like Primaries
Alternate CMT members are exercised with equal rigour to primaries, demonstrating readiness to step in with cross-departmental flexibility and smooth handover.
Where teams trip up
Alternates are frequently untrained, unidentified, or untested. When primaries are unavailable due to absence or time zones, alternates lack the familiarity and confidence to step in effectively.
Decisions Transparent, Prioritised, and Made Within Delegation
Each decision is identified, assigned to an owner, and tracked. Full accountability is established with contingencies in place when key personnel are unavailable. Delegated authorities are clear and documented.
Where teams trip up
Delegated authorities unclear or undocumented. The distinction between decisions owned by the CEO, the CMT Chair, and BAU owners is blurred. Requiring crisis leads to sign off on all communications slows response and prevents the communications function from operating at pace.
Decisions Translated to Action and Appropriately Monitored
Once decisions are made, they are converted into tracked actions with clear owners, deadlines, and follow-up. Regular review of decisions and their impact ensures actions are completed and remain relevant.
Where teams trip up
Decisions made under uncertainty are not reviewed when facts change. Inconsistent understanding of action owners and tracking. Members not briefed on actions assigned in their absence. Action status not visually shared, reducing accountability and follow-through.
Policies and Tools Used Where Appropriate
Decisions are made within the context of existing plans, policies, and risk appetite where possible. Where this is not possible, it is clearly identified and the rationale for variation is agreed.
Where teams trip up
Lack of reference to relevant policies. Alternatively, over-adherence to policies where they are no longer relevant to the situation at hand.
Consequences of Decisions Prepared For
The team actively considers second and third-order consequences of decisions and prepares for them before they materialise.
Where teams trip up
Decisions made without analysis of potential downstream impacts. Preparations not made for predictable consequences, the team is repeatedly surprised by things that were foreseeable.
If you’re ready to strengthen how your organisation makes decisions under pressure – from clarifying delegations and decision rights to turning crisis decisions into visible, trackable action, speak with the Battleground team.We’ll work with you to assess your current approach, identify the gaps, and build practical structures your leaders can rely on in real events.
Contact Battleground today to set up a conversation about your crisis decision‑making and ensure your next major incident finds you prepared, not scrambling.
