Collaborating in a crisis: what we learn when the pressure is on

When everything feels like it’s falling apart, that’s when collaboration matters most. Crises — whether they’re economic, environmental, or organisational — can either pull people apart or bring them together in ways they never expected.

We’ve seen this play out across sectors. From councils responding to climate emergencies to startups pivoting in real-time, the best responses don’t come from working in silos. They come from sharing knowledge, trusting each other, and acting fast.

So, what does good collaboration look like in a crisis? And how do we apply what we’ve learned to build systems that don’t just survive, but thrive?

1. Crises reveal what matters most

In the middle of a crisis, priorities become clear. What once felt important falls away, and organisations focus on what truly matters.

Adur & Worthing’s response to Covid is a great example. Instead of reacting in isolation, the councils worked with community groups, businesses, and emergency services to provide rapid support to residents.

This kind of response doesn’t happen by accident — it happens because relationships and trust were built before the crisis hit.

How to apply this:

• Identify your key partners before you need them. Who would you call on in an emergency?
• Create open communication channels — WhatsApp groups, shared dashboards, or regular check-ins.
• Practice crisis scenarios with your teams, so collaboration becomes second nature.

2. Speed matters, but so does adaptability

In a crisis, waiting for the perfect plan isn’t an option. The best responses come from organisations that can move fast and adapt as they go.

The Government Digital Service demonstrated this during the pandemic, rapidly launching new online services to connect people with support. Instead of over-planning, they built, tested, and iterated in real-time — ensuring their solutions met urgent needs.

Similarly, Adur & Worthing’s Cost of Living Support Hub was launched in response to growing financial pressures on residents. The councils didn’t spend months designing a perfect programme; they started with what they had, listened to community feedback, and evolved the support based on real needs.

How to apply this:

• Start with a minimum viable solution — what’s the quickest way to provide immediate value?
• Set up rapid feedback loops so you can improve on the go.
• Empower teams to make decisions without waiting for top-down approval.

3. Collaboration needs the right tools

Working together is one thing — having the right tools to do it effectively is another.

Nesta’s Collective Intelligence Grants highlight how organisations can use technology to bring people together in times of crisis. Whether it’s crowdsourcing data or using AI to predict needs, digital tools can supercharge collaboration.

How to apply this:

• Invest in shared collaboration tools, whether it’s Slack, Miro, or Trello.
• Train teams in using data to make decisions faster.
• Keep tech simple — choose tools that enhance collaboration, not complicate it.

4. A call to action: build collaboration before you need it

Collaboration in a crisis shouldn’t start from scratch. The organisations that respond best are the ones that have already built relationships, tested their processes, and created cultures where working together is the norm.

So, here’s a challenge:

• What’s one partnership you could strengthen now, before you need it?
• How could you make your organisation more adaptable in the face of uncertainty?
• What tools, processes, or mindsets could help you collaborate better under pressure?

The best crisis responses don’t just solve problems — they create new ways of working that last long after the emergency is over.