ORG525-1_Week 8_Portfolio Project_Adaptive Leadership in Crisis

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1 Adapting to a Crisis: an Analysis of Adaptive Leadership in the Face of a Pandemic Brittany Bauman Colorado State University Dr. Tom Woodruff 15 January 2023

2 Adapting to a Crisis: an Analysis of Adaptive Leadership in the Face of a Pandemic An organizational crisis can happen at a moments notice, however, a crisis that affects the entire globe is a much rarer occurrence. In a situation like that adaptive leadership plays a key role in ensuring organizational stability. While there is no way to predict when a crisis will occur, leaders can prepare through simulations. One such simulation is the Patient Zero simulation created by Forio and Harvard Business Review. This simulation was developed in 2015, prior to the Covid-19 pandemic that would overtake the world in 2020 (Robichaud, n.d.). While it was developed prior to the pandemic, it provided leaders a great foundation in how to potentially deal with a global health crisis. This paper will breakdown the Patient Zero simulation and why adaptive leadership is required from the President of Genovia – the country at the center of my simulation runs. Additionally, this paper will explore how simulations can help leaders prepare for an organizational crisis with adaptive leadership techniques. Finally, this paper will touch on how in times of crisis, leaders should focus on an adaptive approach rather than a technical approach. This includes the importance of adapting to a virtual world and the role trust and communication plays to accomplishing team goals. The Simulation The patient zero simulation begins with the user choosing a variety of country characteristics, including country name, government type, economy style, and country culture. This initial decision sets the stage for the potential leadership style that will follow. Genovia is a democratic nation that participates in the free-market and is conservative in nature. The simulation then determines the national density and assigns the user points that can be used

3 towards the country’s attributes: economy, healthcare system, infrastructure, institutions, and miliary power. You are given between 2 and 12 attribute points that can be divided between the aforementioned attributes. This choice forces you to evaluate and determine the importance of each attribute. I chose to evenly space each of my 10 points, allotting 2 points to each attribute. I feel this would create a well-rounded nation that could adequately handle potential challenges that may arise. Once the demographics and attributes have been set, the simulation begins. Simulating Adaptive Leadership A study conducted in 2005 found that “great leaders were defined…more by their ability to recognize and adapt to the opportunities created by a particular moment” (2022, p.1). This simulation is a wonderful example of this. Acting as the President, I found myself having to quickly assess a particular situation in an ever-changing environment and then make a decision with limited information. There were 5 decisions I was faced with throughout the simulated pandemic. As is the case when leading in a time of unexpected crisis, information was limited. This resulted in the need to approach each scenario from an adaptive perspective, rather than focusing on the possible technical solutions. According to Romero “technical challenges are those that can be solved by the knowledge of experts, whereas adaptive challenges are complex and ambiguous in nature, and may be volatile or unpredictable” (2019, p.1). This methodology was also seen with the Covid-19 pandemic. The globe was facing an unknown threat; additionally, the available information unpredictable and ever changing. The initial decision was to decide on canceling an organized protest led by a prominent church, allow it to continue, or defer the decision pending more information. I chose to defer my

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4 decision in hopes that additional information would present itself. I quickly learned that this is the exact situation that requires an adaptive leader. According to Hughes-Jones (2020), leaders must act with the information at hand, not hope that additional information presents itself. By the time new information is available, it may be to late to act. This delay could result in additional fallout that could have been avoided had the leader made an immediate informed decision. The next leadership opportunity was how to handle a failed testing device that developed by a private organization. The decision to go public with the faulty device and pledge government support towards improvement helped to maintain the national characteristic of transparency. Transparency is a key component to adaptive leadership and helps to build trust in the leader (Jones, 2022). After deciding to be transparent about the lack of quality testing, the issue of vaccine cost was raised. I chose to subsidize the cost of the vaccine to ensure all members of society had the ability to receive the needed medical support. Genovia is conservative and religious – having a national mandated religion. In alignment with our values, we protect the vulnerable. Cost should not be a barrier to treatment, especially if the illness is nationwide. When faced with the idea that surveillance could be covertly used on citizens, I chose to not run the surveillance. Instead, I chose to work with local public health officials to improve data collection. Unfortunately, there was not the option to proceed with the surveillance with consent of the public. The final decision was if I should order an assault on a group of infected individuals and volunteer medical personnel. I chose not to launch the assault. I could not justify turning the

5 military on unarmed civilians especially if they are ill. Rather than launch an assault, I decided to work hand in hand with medical professionals. The Benefit of Simulations for Leaders As I worked through the simulation, I found myself adapting to my role as President. I could not focus on technical solutions, but rather quickly assess and address the situation at hand. While I could consider the long-term impacts of a decision, it was the short-term results that drove my decision making. Adaptive leadership helps to guide leaders and identify important parts of operations, while providing opportunities for ongoing feedback to the leader (Western Governors University, 2021). Torres and Rimmer also note that additional characteristics of adaptive leaders include distributed leadership, well-balanced talent mix, clear focus and accountability, and mutual trust (2011). Each of these components are crucial in times of crisis. The simulation provided an opportunity to utilize these tactics and work towards a positive outcome while taking ownership of decision making. Further, exercises such as Patient Zero have the ability to provide participants with complex real-life processes in a setting that is conducive for deeper discussion without the real-life risk (Siewiorek et al., 2012). When looking specifically at the Patient Zero simulation, it was developed years before the Covid-19 pandemic. Leaders who participated in this simulation prior to 2020 could have been better prepared to deal with the changing landscape that was 2020 and 2021 in an adaptive manner. Times of crisis require a steady leader who is open and honest. Simulation experiences allow for individuals to test their ability to be a steady leader. Additionally, leaders can take the knowledge they gained and work to hone their leadership style and technique to better adapt to a changing world. Simulations have long been used as a learning

6 tool to help leaders across professions develop or hone new and existing skills. According to Rosenman et al. “simulation-based training provides a mechanism to develop effective leadership behaviors”, which can be linked to improved professional relationships amongst colleagues (2019, p.1) Adaptation in Crisis The key to adaptive leadership is ensuring all aspects of the organization are working towards the same goal, while maintaining motivation to power through the hard days. This force creates an internal collective push, which can lead to external collaboration – amplifying the size and reach of the collective as a whole. Patient Zero had the goal of containing the outbreak; the Covid-19 objective was initially general understanding and safety. Eventually the goal changed to adapting to a new normal. Adapting can take on a variety of forms, including implementing a previously developed crisis plan. Ideally, organizations should have a crisis plan and team consisting of senior leadership (Colorado State University, n.d.). It is important to remember that the crisis plan should be adapted to fit a situation. The purpose of the plan is to provide guidance on how to handle a situation, not ridged requirements. In addition to a solid crisis plan, leaders need to be aware that mistakes may be made. While this is not ideal, it does provide an opportunity for growth. Todd Dewett explains that failure is the basis for knowledge (2018). He continues, saying that individuals and organizations alike must learn to “fail faster, smarter, and cheaper over time” (Dewett, 2018, 02:20). While the idea of failure, especially in times of crisis, seems counterintuitive, it allows for greater growth an innovation.

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7 Building Trust with a Virtual Team Adaptive leadership requires a high level of trust and communication between the leader and followers. Add in an organizational or global crisis and these factors can determine how successful one will be at navigating the crisis. Compile that with a new working style, such as the global shift to virtual work, and organizations who are not well equipped are doomed to failure. Over the past three years organizations have had to quickly adapt and pivot. Not only was there a global health crisis, but many cities and countries implemented mandatory quarantines. Daycares closed, schools quickly moved online, and businesses sent their employees home with their laptop, no one knowing when they would be back. The new virtual work environment required unique adaptation, as many teams had never operated virtually before. Further, many participants in the virtual work environment had ‘tiny helpers’ running around their home – now work – space. Employees had to develop a trust in their leadership that they would be understanding of the additional chaos that the work-from- home environment presented. “Trust is the willingness of a party to be vulnerable to the actions of another party, with the expectation that the latter will perform a particular action that is important to the former” (Mayer, et al., 1995, as cited by Guinalíu and Jordán 2016, p. 60). Without this trust, communication will fail, and the team will suffer. Taking this information and applying it to specific projects, teams need to have open and honest communication regarding expectations. This was especially important in the face of Covid-19 where teams went from in-person to virtual overnight. Motivation is often driven by trust (Mujahid, 2021). Further, when an employee has trust in their leadership, and their motivation is increased, their productivity is positively affected. This positivity can also have

8 additional benefits, including increased loyalty and employee empowerment. All of these factors help to ensure that teams facing a crisis, and also those working in a virtual environment, are well prepared to survive the crisis at hand. Conclusion Adaptive leadership requires trust between the leader and follower, regardless of their organizational title. Leaders within organizations can better develop their adaptive leadership skills in a variety of ways, including educational simulations such as the Patient Zero simulation. This simulation allowed me to explore what adaptive leadership looks like and the potential consequences of failing to use such leadership techniques. As I progressed through each decision point, I grew more confident in my ability to make solid decisions with limited information, truly adapting to the situation around me. Simulations provide both leaders and non-leader individuals the opportunity to safely develop key business skills. Simulations, however, are not enough. Organizations should prepare for potential crisis through the development of a crisis management plan. Further, organizations should set up a crisis team, led by the chief executive officer or an equivalent role. Crisis plans help guide organizations through various potential crisis, while allowing for adaptability based on the situation. In addition to simulations, leaders must build and maintain trust with their followers. This can be accomplished through clear and transparent communication. When looking at a modern- day crisis, such as the Covid-19 pandemic, organizations had to quickly adapt and build trust in an everchanging environment. Employees that trust their leadership tend to be more motivated and have increased productivity.

9 This paper reviewed the Patient Zero simulation and why adaptive leadership is required from the perspective of the President of Genovia – the country at the center of my simulation runs. Additionally, this paper explored how simulations can help leaders prepare for an organizational crisis with adaptive leadership techniques. Finally, this paper touched on how leaders should focus on an adaptive approach rather than a technical approach in times of crisis, including the importance of adapting to a virtual world and the role trust and communication plays to accomplishing team goals. There are four key take-aways from this paper. Firstly, the importance of continued learning through available tools, including situation simulations. While these eLearning tools are not the end-all, be-all, they do provide an environment that allows for mistakes without real-life consequences. Next is the importance of adaptive leadership, especially in times of crisis. Without the ability to quickly adapt, leaders’ risk organizational failure. Finally, is the value of trust between employees and leadership. Trust is the base for adaptive leadership and employee motivation. In times of crisis, organizations need to come together towards a common goal. The best way to accomplish this is through adaptive leadership built on open and transparent communication.

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10 References Colorado State University. (n.d.). 8.3 Loss Management in a Crisis . CSU Global Instructure. Retrieved January 15, 2023, from https://csuglobal.instructure.com/courses/72210/pages/ 8-dot-3-loss-management-in-a- crisis?module_item_id=3517818 Dewett, T. (2013, August 21). Embracing failure - Management Tips [Video]. LinkedIn. https://www.linkedin.com/learning/management-tips/embracing- failure? autoAdvance=false Guinalíu, M., & Jordán, P. (2016). Building trust in the leader of virtual work teams. Spanish Journal of Marketing - ESIC , 20 (1), 58–70. https://doi.org/10.1016/j.reimke.2016.01.003 Hughes-Jones, R. (2022, July 2). A leader’s guide to decision making under uncertainty . Richard Hughes-Jones. https://www.richardhughesjones.com/leadership-decision-making/ Jones, B. (2022, June 23). Why Transparency Is the Secret to Improving Employee Experience . Neuro Leadership Institute. https://neuroleadership.com/your-brain-at- work/transparency-secret-employee-experience/?utm_term= Mujahid, M. C. F. (2021, April 18). Trust - It’s Measurement & A Motivational Tool . https://www.linkedin.com/pulse/trust-its-measurement-motivational-tool-mujahid-chrap/ Nohria, N. (2022, June 21). As the World Shifts, So Should Leaders . Harvard Business Review. Retrieved January 15, 2023, from https://hbr.org/2022/07/as-the-world-shifts-so-should- leaders

11 Robichaud, C. (n.d.). Leadership Simulation: Patient Zero . Retrieved January 15, 2023, from https://forio.com/app/harvard/patient-zero/ Romero, M. (2019, October 28). Technical Challenges vs. Adaptive Challenges . Integra Consulting Team. https://www.integract.com/blog/2019/10/28/technical-challenges- vs-adaptive-challenges Rosenman, E., Vrablik, M., Brolliar, S., Chipman, A., & Fernandez, R. (2019). Targeted Simulation-based Leadership Training for Trauma Team Leaders. Western Journal of Emergency Medicine , 20 (3), 520–526. https://doi.org/10.5811/westjem.2019.2.41405 Siewiorek, A., Saarinen, E., Lainema, T., & Lehtinen, E. (2012). Learning leadership skills in a simulated business environment. Computers &Amp; Education , 58 (1), 121–135. https://doi.org/10.1016/j.compedu.2011.08.016 Torres, R., & Rimmer, N. (2011, December 21). The Five Traits of Highly Adaptive Leadership Teams . BCG Global. https://www.bcg.com/publications/2011/people-organization-five- traits-highly-adaptive-leadership-teams Western Governors University. (2021, January 15). What Is Adaptive Leadership? https://www.wgu.edu/blog/what-adaptive-leadership2101.html

ORG525-1_Week 8_Portfolio Project_Adaptive Leadership in Crisis

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