Crisis isn’t the problem. It’s the way we think about it.

This theme continues to emerge in conversations, projects, and leadership reflections across various sectors. Most preparedness efforts are still built around known and predictable risks, triggering specific responses through predefined protocols. However, real disruptions rarely follow a straight line.

I've noticed that before frameworks and playbooks are introduced, people tend to be more open, curious and willing to seek help and connection. Once those tools are in place, a subtle shift can occur. Structure becomes a crutch, assumptions go unchallenged, and people are less inclined to adapt when things don't go to plan. The intention is sound, aiming to create clarity and confidence, but the results can lead to rigidity or decision paralysis.

Preparedness isn't just about protocols; it's about building the capacity to navigate ambiguity, lead through complexity, and respond in ways that aren't always written down.

We live in a world that is deeply interconnected, increasingly complex, and unpredictable. Yet, we continue to rely on plans and playbooks as if they can cover every eventuality. The work doesn't stop when the playbook is finished; that's when it begins. True preparedness is not a checklist; it's a mindset.

Adaptive leadership and systems thinking are what hold up when plans fall apart.

Here are a few questions you might consider:

• Are we planning for risks or are we building capacity for uncertainty?

• Where are our systems too dependent on fixed procedures?

• How do we create space for emergence, reflection, and course correction during disruption?

• Do we have a complexity/capability gap?

• And perhaps most importantly: What are we not seeing and who could help us see it?