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Related Experiment Video

Updated: May 23, 2026

Setting Up a Stroke Team Algorithm and Conducting Simulation-based Training in the Emergency Department - A Practical Guide

Setting Up a Stroke Team Algorithm and Conducting Simulation-based Training in the Emergency Department - A Practical Guide

Published on: January 15, 2017

Laying tracks while the train is moving: Building momentum in emergency management programme development.

Jaeson A Weber¹

¹Florida Atlantic University.

Journal of Business Continuity & Emergency Planning

|May 22, 2026

Summary

Achieving organizational resilience requires prioritizing momentum over perfection in emergency management and business continuity planning. Early, iterative actions build capability and reduce risk exposure more effectively than delayed, complete programs.

Related Experiment Videos

Last Updated: May 23, 2026

Setting Up a Stroke Team Algorithm and Conducting Simulation-based Training in the Emergency Department - A Practical Guide

Setting Up a Stroke Team Algorithm and Conducting Simulation-based Training in the Emergency Department - A Practical Guide

Published on: January 15, 2017

Area of Science:

Organizational Change Theory
Systems Thinking
Complexity Theory

Background:

Organizations often delay program development in emergency management and business continuity planning, seeking perfection.
This pursuit of perfection can increase risk exposure and hinder institutional resilience.
Analysis paralysis, driven by overly prescriptive standards, is a common pitfall.

Purpose of the Study:

To argue that momentum and iterative progress are more critical than initial completeness for long-term capability development.
To examine how early, imperfect action fosters sustainable program growth.
To propose practical strategies for advancing resilience initiatives amid resource constraints.

Main Methods:

Drawing on organizational change theory (Kotter's model) and systems thinking.
Analyzing existing research, practitioner insights, and case studies.
Examining the role of visible progress, adaptive planning, and feedback loops.

Main Results:

Early, visible actions (e.g., planning cycles, tabletop exercises) build credibility and reduce resistance to change.
Iterative documentation, interactive planning, and stakeholder communication accelerate cultural alignment.
Momentum and adaptive management frameworks offer a path to resilience.

Conclusions:

Resilient organizations act and adjust, rather than waiting for ideal conditions.
Momentum, not perfection, is a better predictor of preparedness maturity.
This approach has implications for program initiation, prioritization, and progress measurement in dynamic risk environments.