This resonates with me because it shows how contingency planning is about handling emergencies and restoring stability. In healthcare, having a clear plan before crises makes the difference between chaos and a coordinated response. I also see an ethical question here, deciding which services to prioritize when resources are stretched thin, contingency plans force difficult but necessary conversations before a crisis hits. Linking this to Porter’s (2008) framework, strong contingency planning can reduce vulnerability to external shocks, ensuring that organizations are not thrown off course when competitors or system disruptions appear.

Healthcare leaders often rely too heavily on past data, even though the future rarely unfolds the same way as the past. Scenario analysis encourages organizations to think in terms of possibilities, not certainties, which is especially relevant in healthcare, where conditions can change quickly. For example, we can plan for best-case, worst-case, and most likely outcomes during a pandemic. This improves resource planning and highlights the risks of making decisions based on outdated assumptions. It’s a reminder that uncertainty should be treated as part of strategy, not just as an obstacle.