Research shows that intelligent lay people overestimate low frequency hazards and underestimate high frequency hazards. For example, it was perceived by a survey group that more Texans were likely to die of tornado injuries than diabetes whereas the reverse is the case. It is therefore tempting to portray low frequency hazards such as an air crash as a realistic threat thereby promoting a need for the product. However an understanding of this phenomena by both client and vendor alike allows a re-focus on the areas of high frequency risk which are more likely to impact on the business. Most companies are far more likely to by finished off by a cash flow problem and equally less likely to have a continuity plan for this event.
Decision makers exhibit a 'heuristic of availability'.
This means that the recent air crash is the most likely form of threat they can recall when being asked what are they afraid of. If one wanted a more ethical and effective approach based on this trait then the recall of an event affecting a similar industry sector or company would pave the way for a more logical sale and response plan. In the context of a dynamic corporate culture, the continuity manager has to be seen to be pro-active. Often a corporate culture demands action, however tenuous the link with actual probabilities of risk. The supplier therefore enjoys a highly privileged position.