By Jean Brittain Leslie, Katelyn McCoy
Center for Creative Leadership
Stephen J. Zaccaro
H. Smith Richardson, Jr. Visiting Fellow
George Mason University
Summary
Leslie, McCoy, and Zaccaro (2025) present the first theoretical application of multiteam systems (MTSs) principles to polycrisis conditions, addressing a critical gap in organizational crisis management literature. The authors define polycrisis as multiple interconnected crises that become causally entangled across health, economic, technological, environmental, and social systems—conditions that render traditional single-crisis coordination approaches fundamentally inadequate. Drawing from established MTSs theory, they systematically examine four key characteristics that distinguish multiteam coordination from conventional organizational structures: multiple teams pursuing distinct proximal goals while working toward shared distal objectives, varying interdependence patterns (sequential, reciprocal, and intensive), extensive functional and organizational boundary spanning requirements, and dynamic, transitory configurations that adapt to evolving crisis conditions.
The paper’s central contribution lies in identifying five critical coordination challenges that determine organizational success or failure during polycrisis responses. These include unpredictable team formation and preparation difficulties when multiple crisis types emerge simultaneously, real-time coordination dynamics complicated by rapidly cascading environmental changes, multilevel goal alignment challenges as teams balance competing component and system-level commitments, information architecture and flow management during communication overload across interconnected crisis domains, and decision authority transitions amid leadership uncertainty when multiple urgent situations demand immediate attention. Each challenge is analyzed through the lens of established research findings from military, healthcare, aerospace, and emergency response contexts, with particular attention to how polycrisis conditions amplify existing coordination complexities.
The authors provide practical implementation frameworks including the Direction-Alignment-Commitment (DAC) model for multilevel goal alignment, coordination cycle protocols for managing dynamic interdependence patterns, MTS mapping tools for visualizing team interaction requirements, and leadership charter development processes for clarifying decision-making authority during crisis transitions. While acknowledging the significant empirical research gap regarding MTSs effectiveness in polycrisis conditions, the paper offers evidence-based guidance for organizational leaders facing immediate coordination needs, emphasizing proactive capability development over reactive crisis response. The work establishes a foundation for future empirical investigation while providing actionable strategies for navigating our increasingly interconnected and crisis-prone organizational environment.
Citation
Leslie, J. B., McCoy, K., & Zaccaro, S. J. (2025). Leading multiteam systems in polycrisis conditions. Center for Creative Leadership. https://doi.org/10.35613/ccl.2025.2069
