Abstract
Our organisations have been severely shaken by the COVID-19 pandemic and the world of work has not been spared. Only essential activities continued in order to maintain a minimum level of functioning, just like in hospitals or in local authorities. During the first five months of the crisis in 2020 (from March to July), 34 interviews were conducted in these two public service entities in order to examine the management of urgent matters in the light of “activity” and at the heart of the crisis. The results show that while the emergency is mainly managed by an improvisation activity based on the intuition of the actors in the field, the crisis is managed by governance in a rational manner leading to the drafting of procedures after the event. This crisis situation pushed organisations to reconfigure themselves in an emergency, allowing the development of new professional practices. The strategies of damage control and proceduralization will be discussed. Perspectives are opened on the questions of training for these crisis situations against a background of developing presumption of ignorance.