The pace of events can easily outrun the ability of people in a business to react, understand and decide on an appropriate response. People can plan for many of these events, but unplanned events can stop a business in its tracks. How should an organization's decision cycle be designed with unplanned events in mind?
First, it's necessary to define an unplanned event. In the context of this article, an unplanned event may or may not be in the lexicon of predicted possibilities. If it has been named as a possibility, then it has been assigned a low probability and few or no contingency resources. In particular, people haven't set aside time to interpret and respond to it.
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