Decision-making in times of crisis: a simulation study on complexity among 135 Dutch mayors and their advisors

Purpose This study assesses the perceived complexity of dilemmas encountered by public leaders and advisors in crisis teams during small-scale crises. It focuses on a unique population of Dutch mayors and their advisors, providing insights into how they evaluate the complexity of crisis-related dilemmas. Design/methodology/approach The research utilized a crisis management simulation in which one-third of all Dutch mayors (n = 135) and their advisors (n = 59) rated the complexity of 16 crisis-related dilemmas (derived from real crises). Perceived complexity was analyzed in relation to various factors, including individual background characteristics such as time in office, public responsibility and conflicting interests. Findings The findings reveal that mayors’ perceptions of complexity are significantly influenced by the presence of conflicting interests among their constituencies. However, complexity perceptions were not associated with age, gender or tenure or were they directly linked to the public responsibility embedded in the dilemmas. Advisors demonstrated an ability to understand the perspectives of the leaders they support. Originality/value This study provides a unique contribution by focusing on the complexity of crisis-related dilemmas within a population of mayors and their advisors who participate in crisis management teams on a regular basis. Instead of studying large-scale crises, this empirical comparative study assesses the perceived complexity of small-scale crises by mayors and their advisors. This underscores that even in small-scale crises, mayors and their advisors can perceive dilemmas as complex – highlighting that complexity is not limited to the more frequently studied mega-crises.