A recent study from Rice University suggests that during crises, leaders in organizations could learn something from jazz ensembles. The idea is to be more flexible and creative in using resources, and thinking outside the box to tackle challenges.

“When a crisis hits, getting jazzy will help leaders in any industry adapt and positively transform their organizations,” the researchers explain. “Leaders can unlock the hidden potential of existing resources by viewing them through new lenses and emerge from the crisis with better financials and higher team morale.”

Responding to crises

The research team examined how two performing arts organizations dealt with the challenges of the COVID-19 pandemic. They found that the actions of management and leadership played a crucial role in how employees and the organization as a whole responded to crises.

In times of crisis, well-established organizations can seize the opportunity to break away from their usual ways of doing things and embrace creative transformations. For example, the Houston Symphony switched from long-term planning measured in years to shorter, more flexible planning in weeks, adopting a more adaptable and “jazzy” approach. This shift led to the creation of new content and attracted new patrons.

The study also highlighted the importance of leadership transparency during this process. By fostering strong trust between management and employees, the Houston Symphony was able to collaborate with creative staff to explore new forms of music and presentation styles. The emphasis on transparency empowered the organization to experiment with its resources and make swift decisions.

The research showed that a sense of agency, or feeling in control of circumstances, was nurtured through a positive attitude, perseverance, and an experimental mindset. This attitude encouraged members to make the most of available resources and tackle the challenges imposed by the pandemic. Trust in management allowed members to take risks, even in uncertain times.