write TWO things that the writer did well and ONE specific suggestion for improvement.

Being faced with uncertainty and information instability during the pandemic, stakeholders of companies may behave differently, employees may leak information, the pattern recognition that executives have may no longer be valid, which could lead to the wrong answer, and they may engage in turf wars, and also boards may seek to take control. A part of the reading that caught my attention was where Mihir Mysore mentioned that it can be helpful to create a decision-making body that, whenever it feels like you are landing on an answer, asks, What assumptions lie behind this being the right answer? And what would it take for this to be exactly the wrong answer? (Mckinsey and Company, 2021, p. 3) and that one way to prepare to act during uncertainty is the concept of an integrated nerve center, where a small group of decision-makers, frequently in near-constant connection with board members, can make large decisions fast on behalf of the whole organization (Mckinsey and Company, 2021, p. 4-5), and this is where I feel that management during the pandemic is special as it implies that management is moving away from traditional hierarchical control as a small group of decision-makers can make big decisions quickly without having to go through the decisions of the board member. This is one occasion where we can see how management during the pandemic has similarities to new or neo management that Luc Boltanksi and Eve Chiapello mentioned. In the new management that was mentioned, All the self-organized, creative beings on whom performance now depends must be guided in a direction decided only by a few, but without reverting to the 'hierarchical bosses' of yesteryear. (Boltanski & Chiapello, 2007, p. 75) which I can see similarities to the concept of an integrated nerve center where a small group of decision-makers can make large decisions fast on behalf of the whole organization without having to wait and rely on the board. Another similarity or at the very least, a similar idea that is shared between managing during the pandemic and new management as mentioned by Boltanski and Chiapello is based on two excerpts from both readings, trust is a sign that the situation is under control since people only place it in someone who they know will not abuse it, who is predictable, who says what he means and means what he says. Neo-management lays great stress on the need to develop this type of relationship, on the need for people to be worthy of trusting themselves, and on the need to dismiss those who betray it. (Boltanski & Chiapello, 2007, p. 83) and the nerve center team needs to have the trust of the rest of management. One of that teams roles is to make decisions quickly, which implies sometimes shortcircuiting of the normal syndication and decision-making processes. If the person leading the team is not trusted and seen as having their interests 100 percent aligned with the interests of the organization, it creates challenges (Mckinsey and Company, 2021, p. 5) which essentially describes that trust is an important factor and that not having a trust will end up creating conflicts or problems.