Finally, turning principle into practice means planning for pivots. Run pre-mortems to imagine failure and trace plausible causes (Gary Klein, 2007; echoed by Daniel Kahneman, 2011). Wargame adversarial moves and red-team assumptions (U.S. Army Red Team Handbook, 2013). Define decision points and triggers in advance, link them to data, and rehearse the handoffs. Then, update the plan continuously as feedback arrives. In this way, the plan becomes a living hypothesis—and the planning process, a habit of collective sensemaking. That enduring habit is what Eisenhower deemed indispensable. [...]
