Organisational resilience, defined as the capacity to absorb and recover from shocks affecting an organisation’s operations, becomes increasingly more important in today’s environment. While existing research has mainly explored structural and strategic factors contributing to organisational resilience, the role of managerial decision-making modes in this context remains underexamined. This paper addresses this gap by developing an agent-based model that simulates how different modes of decision-making affect resilience. The model captures stylised organisations as collections of interdependent departments operating on performance landscapes with varying complexity. The study compares silo-based, sequential, collaborative, and proposal-based decision-making across 144 simulated scenarios, incorporating shocks of varying severity. The results reveal that collaborative and proposal-based decision-making modes enhance shock absorption and recovery in complex task environments, while simpler modes perform well in settings where tasks are less complex. Proposal-based coordination offers balanced performance.