Rico Kerstan’s articles on decisions, AI, leadership, crisis management and organisational resilience.
Articles on decisions, AI, leadership, crisis management and organisational resilience. These texts connect observations from practice with research and methodological analysis.
Telephone logs and observer notes may use different time references. Their relationship must be established before they can support a reliable account of response sequences.
Read Analysis →Workshop corrections need an explanation: factual corrections and revised assessment criteria must not be reported as capability gains over time.
Read Analysis →Temporary shared premises require workable conditions for both organizations before they can give consistent public information on services, opening hours and access.
Read Analysis →At handover, the incoming team needs the rationale for an ongoing decision and any unresolved question that affects its implementation.
Read Analysis →Another training assignment can leave an avoidable dependency unchanged. Action planning should first examine whether the work itself can be organized differently.
Read Analysis →A long decision log does not establish broad crisis coverage. Group related actions by the problem they address before interpreting the number of entries.
Read Analysis →The decision log records the chosen action. A focused observation task can preserve why a serious alternative was rejected.
Read Analysis →A crisis team should identify the information that would invalidate a key assumption and trigger another decision.
Read Analysis →A resilience workshop should record the assumptions behind different ratings before agreeing a consolidated finding.
Read Analysis →Assumed assistance is not a confirmed commitment. The exercise brief should preserve that distinction for the subsequent debrief.
Read Analysis →Exercise reviews need the information available at the time, rather than a judgment built around what became known later.
Read Analysis →An exploratory three-team exercise showed differences between participant ratings, external observations and decision episodes. The facilitator-supported team showed a noteworthy second-round pattern.
Read Analysis →Uncritical reliance on AI-assisted risk scores can weaken independent assessment. Separate risk estimates from uncertainty and preserve an operational route for challenge.
Read Analysis →Crisis plans specify intended arrangements. Readiness assessment also needs evidence that the people involved can apply them under the conditions being considered.
Read Analysis →AI execution can outrun the review a decision requires. Match authority, information and review time to consequence, reversibility and the actual task.
Read Analysis →Crisis exercises need explicit learning objectives, transparent review criteria and a description of scenario demands. Qualitative observations and numerical summaries serve different purposes.
Read Analysis →Connected workflows can transmit disruption through shared dependencies and correlated responses. Map propagation routes and test containment, including selective decoupling.
Read Analysis →A crisis arrangement needs usable roles, authority and practice. Mid-sized companies should select the structure from their tasks and available capability.
Read Analysis →Resistance, coping capability and cooperation capability address different preparedness requirements. Assess their interaction against the services an organization needs to maintain.
Read Analysis →Products, training and external advice can support resilience. Their contribution must be connected to resources, responsibilities and the work the organization needs to perform.
Read Analysis →A second assessment should identify the disputed condition, consequence or response. Comparing the reasoning enables a decision instead of merely supplying reassurance.
Read Analysis →An audit finding is not resolved when a more reassuring account replaces it. Management needs a reasoned decision about the condition, its consequences and the response.
Read Analysis →AI can generate generic drafts. A consulting purchase still needs to distinguish text production, expert judgment and support in establishing an operational capability.
Read Analysis →Interfaces between information security, continuity and crisis management do not make them interchangeable. Select advice by the actual task and set concrete security objectives.
Read Analysis →Cybersecurity contributes essential evidence. Resilience reporting must connect specialist assessments with critical services, resources and leadership decisions.
Read Analysis →A digital safeguard can reduce exposure while introducing operating dependencies. Assess its protective contribution, prerequisites and failure consequences together.
Read Analysis →A satisfactory crisis outcome does not explain which decisions contributed. My work uses coded observations to make specific exercise findings traceable.
Read Analysis →Communication counts, coding summaries and decision-episode review describe different aspects of an exercise. Their units and interpretation must remain explicit.
Read Analysis →AI transformation · Organisational resilience · Leadership and crisis management
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