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It is well known that change affects people and implicitly the organizations they belong to, as a place of manifestation and storage of their capabilities. Consequently, the changes also give rise to concerns for at least an acceptable solution to the management of the main changes that occurred in the situation prior to the occurrence of the disruptive events. In this context, the onset of the pandemic crisis puts organizations in front of a fragile reality (relative to the stability of the normal state of functionality of society), fully characterized by volatility, insecurity, complexity and ambiguity. In the search for ideas to improve resilience, there are no predetermined solutions, any method that has registered results in a certain organizational field becoming a candidate of good practice. In this framework, it is proposed the comparative investigation (civilian-military) of ICT practices, as a macro agent of change, used in the field of organizational management during the current pandemic crisis. The approach is based, for each of the two mentioned organizational categories, both on theoretical aspects with hypothetical value identified or derived from the specialized literature specific or complementary to the field in question, and on identified practices. We considered this approach useful because there are enough arguments that the military organization has been a model of organizational-managerial development, which finds wide applicability for business continuity management situations, applicable to civilian organizations. Final expectations are directed, based on data existing so far, towards the identification of flexible and adaptable solutions, with the value of good practice.

Comparative approach to ICT practices in civilian and military environments for organizational management during the pandemic crisis