An Organizational Response to Incidents: Designing for Smooth Coordination
summary
Claim: shifting investment from a lone Incident Commander to the crowd of responders reduces mean time to resolution. Evidence: escalation principle and coordination paradox show cognitive load rises while coordinative capacity falls, leading to freelancing and side‑channels; a spun‑up incident channel with 3,000 people actually increases cost unless responders share common ground. Concrete tactics: train followers on anticipating, signaling, prepping and lurking, embed vendor engineers into the same channel to avoid four‑hour support delays, and codify handoffs and shared assumptions to make followship as a force multiplier rather than a bottleneck. coordination paradox
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chapters (10)
- 0:00The case for fellowship
- 2:24Incident response dynamics
- 5:53The coordination paradox
- 13:50Defining cognitive work
- 18:09Perceiving, reasoning, acting
- 22:37Cognition in practice
- 29:30Mechanics of good fellowship
- 34:00Supportive coordination
- 37:09Building common ground
- 41:31Analysis and improvement
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