For almost all of us, recognizing a crisis can be difficult unless we have significant warning, or are prepared before-hand to deal with change. It i… - Wheeler L. Baker

It is natural for government and business leaders to want to make the best of a bad situation. For example, articles on Watergate postulated that we are now better off because the crisis demonstrated the strength of a democracy. Some contend that the Exxon Valdez oil spill had a good side in that there were many "lessons learned". THIS IS UNACCEPTABLE! I do not subscribe to the "I have to fail to learn and improve" theory. A set-back leading to "experience and growth" is one thing; total failure is another. Few corporations could sustain as much bad press as Exxon, not to mention the opportunity cost of billions of dollars that could have been applied more profitably elsewhere. An organization's most precious resources are its time, energy (individual and corporate) and capital. They should be directed toward increasing profit, providing better service and improving the organization's reputation. They should not be wasted on damage control. Yet we continue to hear stories of crisis situations that drain organizations of that valuable energy and focus.

Control your risks.
Identify important decision points.
Forecast potential crises.
The solution starts as soon as planning begins!

Pressure can also make managers act out of character. Degrees of panic will cause a normally good manager to lose self-confidence and focus. Under stress, even a good plan can be abandoned.