3. Management adaptation – Seven golden rules

Human reasoning is very fragile, and we can't approach the problem of decision-making from an exclusively rational angle. The terms "cognitive compromise" or "cognitive bricolage" have been coined. Add to this a context of fatigue, conflict within a group, interpersonal relations, and the relevant decision seems very difficult to find. In a context of "complexity" and "urgency", professionalism means being prepared to "control" decision-making. Two approaches to leadership and decision-making need to be distinguished: day-to-day practice and the approach to be adopted in urgent, complex situations.

The manager's toolbox needs to be expanded with different approaches to deal with emergency and complex situations. The objective is easy to understand: in severely degraded situations, the manager must stay on course and, to do so, manage to maintain the helm as best...