Crisis Headquarters as a Composition of Functions
Oct 27, 2025
When a system enters a crisis, it doesn’t lose resources — it loses its capacity for information flow. Money, people, and equipment remain in place, but the connections between them collapse. The streams of data that once moved smoothly and predictably dissolve into noise. Each department begins speaking its own language, and every executive sees only a fragment of the whole picture.
A crisis exposes how information actually circulates inside an organization: who carries the facts, who transmits the impulse to act, who maintains structure, and who senses the emotional tone of the environment. For this reason, a crisis management headquarters is not just a collection of “the best people,” but a system of functions connected into a single circuit of exchange.
In terms of information metabolism (Model A), a crisis is the moment when the Ego block of one subsystem stops receiving input from the Super-Id of another. Where energy once flowed, a vacuum appears. Every strong type becomes overloaded: LIE (ENTj) begins to push decisions without checking reality, EIE (ENFj) tries to fuel morale where logistics are needed, LSI (ISTj) tightens rules until the process freezes.
To pull the system out of chaos, the first task is to restore flow — not motivation or discipline, but the exchange between functions. A crisis tests not human endurance, but the flexibility of connections.
This is why the initial steps of a crisis headquarters involve diagnosing the lines of information exchange: identifying where the factual channel (Te) has gone silent, where the feedback loop on mood (Fe) has disappeared, where the time horizon (Ni) is lost, and where the willpower circuit (Se) has overheated. The headquarters assembles like a musical ensemble — not to play louder, but to restore harmony.
Map of Functions → Managerial Roles
Any crisis management structure operates at the intersection of eight types of attention — eight functions of the psyche through which people perceive and process information. When these functions are represented within the team, the organization begins to think as a whole. When some are missing, blind spots appear, and decisions are made in a vacuum.
Se — Impulse and Mode.
This function drives immediate action. Its carriers sense the moment and set the rhythm. These are managers who convert discussion into motion: “we act now.” In a crisis headquarters, they hold the tempo and establish a field of mobilization.
Te — Logistics and Facts.
Responsible for measurability and causal logic. This type of attention sees what actually works and what doesn’t. In a crisis, Te gathers data, checks numbers, and closes gaps in supply chains and budgets. Its task is to provide the materials and tools for everyone else.
Ti — Structure and Regulation.
A rational function that holds the architecture of action. People with strong Ti see zones of responsibility and know how to organize order in growing chaos. They build the framework of decisions so that each participant understands both context and limits.
Ni — Scenarios and Time.
Perceives trajectories of events. Those with dominant Ni feel when a situation is about to shift, where a reversal is possible, and where the point of no return lies. They construct the timeline and mark the critical phases of change.
Ne — Alternatives and Possibilities.
The function of improvisation. In crisis conditions, Ne looks for bypasses and reserves. These people spot unconventional resources and propose backup plans that buy the system time and breathing space.
Fe — Emotional Tone and Public Contour.
Creates the atmosphere that allows people to act together. Fe regulates public messaging, internal communication, and morale. In a crisis headquarters, this function connects rational decisions with human energy.
Fi — Loyalty and Boundaries.
The function of trust. It maintains connection when logic collapses. Carriers of Fi feel who is overloaded, who is losing faith, and where ethical lines are being crossed. They protect relationships and prevent internal fragmentation.
Si — Stability and Rhythm.
Responsible for comfort, pace, and recovery. During a crisis, Si ensures that the team doesn’t burn out, that people have physical and emotional grounding. It monitors the tempo and the energy balance of the process.
When these eight elements come together, they create a managerial map — not an organigram but a living schema of flows. Se sets the impulse, Te supplies data, Ti builds the structure, Ni holds the horizon, Ne searches for options, Fe tunes communication, Fi maintains trust, and Si preserves energy. A crisis headquarters is the composition of these channels. The absence of even one manifests as distortion — excess noise, delayed reaction, or sudden loss of motivation.
Minimal Headquarters Composition: Who Holds the Nodes
A crisis headquarters functions as a living system where each role carries a specific channel of information exchange. Its strength lies in balancing different types of attention rather than positions or titles. When the composition is tuned correctly, decisions travel from impulse to execution without distortion.
Control and Discipline Circuit — LSI (ISTj) or SLE (ESTp).
These individuals sense the structure of power and sustain operational order. They form the field of action, define the tempo, and impose clarity under time pressure. Without them, the headquarters loses its ability to move and turns into an endless meeting.
Facts and External Operations Circuit — LIE (ENTj) or LSE (ESTj).
They see where reality diverges from the plan. These are pragmatic managers who handle suppliers, budgets, and logistics. Their thinking is rooted in efficiency and causality. In a crisis, they close the gaps between decisions and resources.
Time and Scenario Circuit — ILI (INTp) or IEI (INFp).
Their attention is directed toward the future. They analyze probabilities and sense when a situation is about to change its phase. Through them, the headquarters gains strategic depth: an understanding of what must be done today to stay afloat tomorrow.
Communication and Meaning Circuit — EIE (ENFj) or ESE (ESFj).
These are the voices and faces of the headquarters. They set the tone of messages and regulate the collective emotional field. Their work transforms technical solutions into language people can follow. Without them, the team loses synchronization and morale.
Loyalty and Ethics Circuit — ESI (ISFj) or EII (INFj).
They safeguard the human dimension. They ensure that actions don’t destroy trust and that relationships remain intact under stress. Their attention is on fairness, balance, and integrity within the team.
Stability and Rhythm Circuit — SLI (ISTp) or SEI (ISFp).
They monitor both physical and emotional resources. They know when to slow the process before it overheats and how to maintain endurance. They create the space that allows people to work calmly and sustainably.
Alternatives and Opportunities Circuit — ILE (ENTp) or SEE (ESFp).
Their strength is inventiveness. They switch rapidly between contexts, spot hidden reserves, and offer unconventional ways forward. Through them, the system breathes and avoids getting trapped in rigid frameworks.
This composition forms the minimal stable structure of a crisis headquarters. Within it, there is power, logic, structure, foresight, adaptability, emotional resonance, trust, and rhythm. These eight directions create a closed feedback loop where every node feeds the next. When they operate in concert, the organization stops reacting chaotically and regains true manageability.
Interaction Wiring: Intertype Connections
At the height of a crisis, what determines success is not who is present in the headquarters, but how signals move between them. Even the most capable specialists lose effectiveness if their functions are disconnected. Management then degenerates into a series of fragmented commands instead of a living circuit of exchange.
Intertype connections are the wiring that allows energy to flow between functions without distortion. They ensure that information changes form while preserving meaning: a fact becomes a decision, a decision becomes action, and action turns into shared understanding.
LSI (ISTj) and EIE (ENFj)
Structure and communication. LSI builds order and maintains the line; EIE translates that order into emotionally clear language. Together they give the headquarters both discipline and meaning — one provides the framework, the other brings it to life.
LIE (ENTj) and ESI (ISFj)
Facts and trust. LIE thinks in terms of results; ESI thinks in terms of relationships. Their partnership stabilizes the space between calculation and humanity, turning decisions into something not only correct but also acceptable.
SEE (ESFp) and ILI (INTp)
Impulse and foresight. SEE propels movement; ILI keeps watch on the horizon. One provides acceleration, the other — depth. Their balance protects the team from both impulsiveness and paralysis.
SLI (ISTp) and IEE (ENFp)
Stability and inspiration. SLI maintains rhythm and material grounding; IEE brings imagination and lightness. This pair prevents burnout: one conserves energy, the other replenishes it with purpose.
Within the headquarters, these connections act as closed feedback loops. Each pair forms a mini-circuit in which logic and emotion, will and time, structure and improvisation stay in balance. When the wiring is properly aligned, the crisis headquarters stops functioning as a collection of individuals and becomes a system — an organism where every function receives energy and response. There are no isolated “roles” here, only living lines of current through which understanding moves.
Operational Cycle of the Headquarters
A crisis headquarters doesn’t live by the calendar — it lives by rhythm. Its cycle resembles the breathing of a system: an inhale of information, an exhale of decisions. Each step in this rhythm is tied to a specific function, and only the sequence makes it alive.
Detect.
The process begins with environmental perception. Here, the functions Ne and Ni are active — they sense changes, notice weak signals, and anticipate scenarios. At this stage, the goal is to observe, not to act. The most common mistake of crisis teams is to start by commanding instead of recognizing.
Understand.
Data turns into structure. Ti and Te come into play: they map connections, causality, resources, and constraints. The team defines what is actually controllable and what lies outside its influence. A situational map forms — where we are, what has failed, and where force can be applied.
Decide.
Now Se activates — the function of will and mode. Every decision must have an owner, a timeline, and a concrete form of action. The goal is precision of impulse, not the quantity of orders. One clear command carries more power than a hundred unanchored directives.
Execute.
Decisions pass through Fe and Fi. These functions secure alignment, maintain emotional coherence, and remove internal resistance. Here, the headquarters becomes a team rather than a meeting. People act not out of fear, but because they feel part of a shared movement.
Reassemble.
The final step engages Si. The team evaluates outcomes, energy levels, tempo, and fatigue. If rhythm is lost, sensitivity drops, and the cycle must pause; otherwise, the crisis becomes chronic.
The full cycle can fit into a single day or a week, depending on the scale of events, but it must remain continuous. When the headquarters lives in this rhythm, crisis stops being an emergency and turns into a state of adaptive intelligence.
This cycle turns management into a process of exchange rather than control. Each stage feeds the next and creates the conditions for renewal — like metabolism in a living organism, where power is not accumulated but flows.
Measurability and Maturity of the Composition
A crisis headquarters becomes effective when its internal connections can be observed and measured. Structural maturity is defined not by the number of meetings, but by the transparency of information flow between functions. When each decision travels the full path — from perception to execution — without distortion, the organization exits panic mode and begins to think systemically.
Threat Recognition Time.
An indicator of Ni/Ne maturity. It is measured by the delay between the first environmental signal and the team’s response. The shorter the interval, the higher the sensitivity to context shifts.
Accuracy of Scenario Selection.
A measure of the analytical block Ti/Te. The quality of decisions is assessed by how closely forecasts align with real outcomes. Errors here are not failures but signals showing which perception channels are overloaded.
Speed of Regime Activation.
The domain of Se. It is tracked as the time between a decision and the start of real action. If the process stalls, it means the willful point of execution is missing, and the headquarters loses momentum.
Clarity of Agreements.
An indicator of the Fi–Fe link. The fewer internal conflicts and miscommunications, the higher the team’s integration. Differences remain, but they no longer fracture the collective field.
Stability of Rhythm.
The responsibility of Si. Measured by the team’s ability to maintain tempo without burnout. When the “detect–understand–decide–execute–reassemble” loop repeats evenly, the system regains coherence and breath.
To sustain this structure, the headquarters should maintain a concise dashboard: eight functions — eight indicators showing where sensitivity drops or tension rises. It’s not reporting; it’s the pulse of the system.
The next level of maturity involves reserve pairs. Each function must have a backup capable of temporarily taking over its flow. This ensures continuity even if one participant steps out.
When the functional map is covered, connections are tuned, and rhythm is stable, the headquarters transforms from a temporary crisis unit into a synchronization core for the entire organization. At that point, crisis stops being an external event and becomes another stage of evolution — one the system passes through consciously and without loss.