• Strategies shift from minimizing damages towards increasing resilience, choosing scenarios where efforts will work safely, reducing potential chain events, involving safely stakeholders and reducing complexity.
• Focus on maintaining or restoring initiative in decision-making, on providing a predictable environment for operations. Build an organizational structure to overcome uncertainty, based on anticipating the scenario probable evolution and strategies and tactics to deal with it.
• Adapt warning systems and strategies to probabilistic forecasted scenarios.
• To reduce the uncertainty that could appear if the decision-making is taken with out of date information (decision-lag), it isnecessary to lower the decision-making to commands on-field that have the real situation at sight, bet for a management based on objectives assigning missions to different teams that will need to synchronize between them (mission-command).
• Collapse. There are sequences that lead to catastrophes so detecting the critical points that lead to the final collapse couldrepresent opportunities to operate/to action. It is necessary to negotiate ways to deactivate critical points for catastrophicscenarios.
• Maintain credibility and reach affected population specifically and all the public.

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