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2/17/22, 1:20 PM Leading in a Crisis: Building High-Performance Teams <br />https://www.govtech.com/analysis/leading-in-a-crisis-building-high-performance-teams.html 2/8 <br />Management System (NIMS) identifies emergency support functions and provides a <br />template for a “project organization” that can be adapted to the context and <br />demands of a particular emergency, disaster or crisis. Similar systems exist in <br />Australia and New Zealand, from ministers down to the tactical response level. <br />The key question is how to compose, manage and work in such groups so that they <br />perform productively and remain fit for purpose in a crisis. While emergency plans <br />often provide generic guidance for their composition, they do not provide guidance <br />on how to manage and navigate the crucial interpersonal and inter-professional <br />processes that support — or inhibit — problem-solving during a crisis. <br />Challenge 1: Overbearing leadership <br />In crises, there is always a temptation for leaders to adopt a heroic and command- <br />and-control posture. This may look and feel good externally and "get things done" <br />speedily. But research is clear: It is a liability rather than an asset to team <br />performance. These kind of command-and-control leaders end up dominating <br />deliberations, constricting the information flow, promoting conformity and <br />undermining the authority, expertise and critical thinking of team members.