Adaptive Capacity in a Crisis: Turbulence Managers in Street‐Level Organizations

ABSTRACT

This study explores the adaptive capacity of managers in street‐level organizations (SLOs) in response to global crises. Using a Swedish municipality as a case study, we explore the challenges encountered by managers during the extended COVID‐19 pandemic. The abilities required to manage the crisis differ from the challenges and skills typically associated with professional crisis managers. We propose the term ‘turbulence manager’ to describe the unique challenges in SLOs and the skills required to navigate the situation, particularly the delicate balance between crisis management and regular duties. In conclusion, this study emphasizes the crucial role of SLO managers in crisis adaptation, highlighting their ability to mitigate the impact of turbulence by creatively adjusting their existing routines.