“… reflection on organizational possibilities and institutional futures is common during the ‘reconstruction’ phase (Boin & Hart, 2003) of a crisis (see also Coombs, 2000; Heath, 2004; Boin, Hart, Stern, & Sundelius, 2005; Jaques, 2009; Smith & Riley, 2012). Time will tell if these ‘silver linings’ actually occur. Although many scholars have noted the revolutionary potential of major crises (see, e.g., Prewitt, Weil, and McClure, 2011; Harris, 2020), Boin and Hart (2003) stated that there are inherent tensions between crisis management and reform-oriented leadership. During a crisis, leaders often try to ‘minimize the damage, alleviate the pain, and restore order” (p. 549), which conflicts with attempts to disrupt the organization and move it in a new direction.’” [emphasis added]
from McLeod, S., & Dulsky, S. (2021; under review). Resilience, reorientation, and reinvention: School leadership during the early months of the COVID-19 pandemic.
In regards to McLeod’s concerns, I wonder if the call for systemic change overlooks the continual changes that we grapple with all the time?