Disaster management is, the authors conclude, “an improvisational and experimental art” to “distinguish the essential from the expendable.”

“If you move fast, with less information, there will be mistakes,” admits Stewart. “Accepting that is key. Suspend normal targets and criteria for success. You’re no longer in a growth and acquisition position, so KPIs based on revenue targets, etc., are moot.”

He continues:

Inaction is sort of assured to trigger better points, as by lack of motion you might be nonetheless making a selection, and an rigid one that can restrict selections you may make later, probably fatally.