What works best in a crisis — capability or experience?

In tough times or amidst a crisis, the interplay of having the right skills and learnings from past experiences becomes essential. Experience serves as a wise guide that helps because of what we’ve been through before. On the other hand, having the right capabilities and being adaptable works as a strong engine that helps us handle new and challenging things. The natural conflict between these two aspects becomes noticeable during turbulent times, when the steadfast dependability of experience clashes with the agile strength of capability. So, which quality works best in such challenging times?

Tanvi Choksi, CHRO, JLL, opines, “It’s preferable to have both. While capabilities help individuals to think logically, take necessary actions and seek the appropriate support to address the crisis effectively, experience provides valuable insights, helping people discern what actions to avoid and discouraging solitary efforts during a crisis.”

In many instances, when individuals confront a crisis, they may not have prior experience with that specific challenge. Crises are infrequent occurrences, often marking the first time one encounters such a situation, regardless of their overall experience. Even if someone has lived through a substantial portion of their life without experiencing a crisis, they may encounter one unexpectedly. Hence, both experience and capability play vital roles in managing crisis.

“It’s not an either/or situation as the development of capabilities often intertwines with accumulated experience. So, asserting that someone is ‘capable’ implies a connection to past experiences, wherein the refinement of abilities is honed through practical familiarity with crisis situations.”

Raj Narayan, former CHRO, Titan and senior HR leader

Raj Narayan, senior HR leader points out, “It’s not an either/or situation as the development of capabilities often intertwines with accumulated experience. So, asserting that someone is ‘capable’ implies a connection to past experiences, wherein the refinement of abilities is honed through practical familiarity with crisis situations.” Seeking assistance is a natural inclination in such (crisis) situations, and having experience reinforces the wisdom of gathering opinions before taking decisive actions.

According to Pankaj Lochan, CHRO, Navin Fluorine, “Capability holds significantly more importance than industry-specific experience when it comes to senior management principles.” Capability, especially in senior management and leadership roles, pertains to a grasp of general management principles which are independent of the industry. Knowing how to engage effectively with people, for instance, is not industry specific; it’s the understanding of the core principles of employee engagement.

Lochan believes experience is highly specific to the industry and context. He goes on to explain, “What works in a chemical plant may differ from the practices in the steel or cement industry. If someone has worked exclusively in one industry, they possess specific knowledge about how things operate in that particular context. In decision-making, they draw upon this industry-specific experience, relying on anecdotal evidence to support their choices. Essentially, this process revolves around problem solving, and relying solely on anecdotal evidence from one industry can be limiting.”

“Capability holds significantly more importance than industry-specific experience when it comes to senior management principles.” Capability, especially in senior management and leadership roles, pertains to a grasp of general management principles which are independent of the industry.”

Pankaj Lochan, CHRO, Navin Fluorine

 

Adaptability (driven by one’s capabilities) becomes paramount in crisis response, along with refined problem-solving skills. The latter is particularly crucial given the limited time and information available during a crisis. “While one may not always have the luxury of gathering all possible data, the ability to adapt and alter approaches becomes indispensable,” asserts Choksi.

Furthermore, adaptability serves as a valuable asset in bringing order to situations that arise during a crisis. “Being adaptable or capable enables individuals to effectively handle ambiguous circumstances and work towards gaining clarity in situations that may initially be unclear or chaotic,” believes Narayan. Adaptability encourages individuals to consider various perspectives when evaluating situations. In times of crisis, people often tend to adopt a narrow or single perspective, while those with adaptability tend to approach challenges from multiple viewpoints in order to arrive at well-informed decisions. 

Sharing an example, Choksi further explains, “A labour issue may escalate into a reputation risk, involve media challenges and pose financial risks. Therefore, adopting a holistic perspective and enlisting the expertise of relevant professionals is a crucial ability when navigating a crisis.”

Lochan also points out, “As one ascends towards the top of the organisational pyramid (the workers at the bottom, followed by the supervisory layer, line management, middle management and senior management), the significance of ability becomes far more pronounced than experience. Conversely, as one descends the pyramid, experience gains prominence.” At the lower levels, capabilities are often tied to specific skills, such as being an electrician, a chemical expert, or a mechanical specialist. Problem solving at this level is typically skill-set oriented, relying on contextual knowledge that can be enriched through experience. 

“It’s preferable to have both. While capabilities help individuals to think logically, take necessary actions and seek the appropriate support to address the crisis effectively, experience provides valuable insights, helping people discern what actions to avoid and discouraging solitary efforts during a crisis.”

Tanvi Choksi, CHRO, JLL

However, at senior levels, the nature of problems shifts becoming unique and sporadic. The issues that reach the top are those that cannot be resolved through mere experience; they require a more nuanced and adaptive skill set.

Lochan believes that relying solely on experience becomes less viable since, by nature, experiences are accumulated through solving problems at lower levels. Narayan, on the other hand, asserts that experience is not separate from ability; that ability is cultivated through experience.

He emphasises that while theoretical knowledge provides a framework, true understanding comes from witnessing how that knowledge is applied and how it unfolds in real-life situations. “Experience is the teacher in handling emergencies, and the same applies to adaptability. Learning to be adaptable also comes through experience, as encountering different scenarios and situations makes one better prepared. It’s not just one or the other; it’s a combination of both,” concludes Narayan.