“If history does not repeat itself, human behavior does” – Michel Godet, economist.

In crisis management, we assess risks, develop scenarios, define action plans ready to be implemented, and organize the entire crisis cell.
And then the crisis really breaks out with its share of unexpected events. Should we try to match a plan with the unexpected? Isn’t this a paradox?
Predicting is only fully possible in a fixed universe whose future is accurately defined. A crisis is exceptional and therefore dictates its own rules. Uncertainties mark out crises. COVID-19 health crisis was clearly illustrated by its uncertain duration, the lack of knowledge of the virus, the second wave, the vaccination policy, the immunization, the contagion. So many unforeseen events and unexpected outcomes.
As many opinions as contradictions and the unknown future of social and economic consequences. Planning becomes uncertain, and the future unclear, but answers are empirical.
We still have to foresee the possible evolutionary directions and prepare the adequate action modes.
It is for this reason that ABGC addresses in its approach the management methods of the
Unpredictable in a crisis context.
Just like an athlete, managers must practice. Through training, they acquire automatic skills in approach, organization, and human and material management. However, emotional management takes up a considerable amount of space. Anticipating the unpredictable is certainly a paradox, but isn’t working on reactions to the unexpected the key to a successful crisis management?