The Myth of Plan A: Why Real-World Programming Demands Plan B

Will Smith once said, “I don’t have a Plan B because it distracts from Plan A.” It sounds compelling, perhaps even motivational—especially for dreamers and go-getters. But in the world of experiential education and outdoor programming, it’s not just unrealistic—it borders on negligent.

Nature is unpredictable. Transportation fails. Group dynamics shift. When the goal is to shape meaningful experiences through intentional challenge, growth, and reflection, relying solely on Plan A is like climbing without a rope. In this context, Plan B isn’t a distraction—it’s a critical safeguard for learning and safety alike.

This article explores why contingency planning is vital, how to ensure Plan B holds equal value to Plan A, and how tools like the Cynefin Framework can help providers and clients alike build more resilient, adaptive programs.

Why a Contingency Plan Matters

A robust contingency plan is not a nice-to-have—it’s an essential element of professional programming. In experiential settings, conditions can change within minutes. Whether it’s a thunderstorm rolling in, a vehicle breaking down, or a group member experiencing distress, Plan B serves as the stabilizing factor.

A strong Plan B ensures:

• Learning objectives remain at the forefront: The backup should not be a throwaway activity. It must preserve the original intent.

• Staff respond quickly and confidently: Preparation removes hesitation and enables fast pivots under pressure.

• Clients see your professionalism: Being calm and ready under duress builds trust.

• Time is used purposefully: Rather than scrambling for fillers, a good Plan B keeps momentum alive.

In short, Plan B isn’t a fallback—it’s a parallel road to the same destination.

Steak or Salad? The Value of True Alternatives

 Let’s use a analogy. You order a ribeye steak. They’re out. If they offer you a sirloin, it’s a reasonable substitute. But if they offer chicken? Or ice cream? That’s not just a variation on what you ordered—it’s a very different meal.

Program design should follow the same logic. If you design for resilience, then every backup should still challenge physical and emotional thresholds, swapping an intense climbing challenge for an indoor game like “Splat” might entertain—but does it build perseverance, leadership, or decision-making? Unlikely.

A strong Plan B should preserve:

• Learning outcomes: Communication, collaboration, resilience, or whatever was central to Plan A.

• Level of engagement: Physical, cognitive, and emotional demands should be maintained.

• Tone and structure: It should feel just as intentional, with clear facilitation and reflection.

Think of Plan B not as a detour, but as an equally scenic, challenging path that still leads to the summit.

Understanding Complexity with the Cynefin Framework

 The Cynefin Framework—developed by Dave Snowden—helps us understand different decision-making environments:

Cynefin framework

Domain	Characteristics	Response Style
Simple	Clear cause and effect	Sense, Categorise, Respond
Complicated	Cause/effect known by experts	Sense, Analyse, Respond
Complex	Patterns emerge only in hindsight	Probe, Sense, Respond
Chaotic	No patterns, need to stabilize fast	Act, Sense, Respond
Disorder	Unclear which domain you’re in	Break down and reassess

Most disruptions in experiential programming fall into the complex or chaotic domains. There is no single right answer—so the approach must be adaptive.

In these contexts, successful leaders:

• Accept uncertainty rather than resist it.

• Use safe-to-fail experiments—options that don’t jeopardize safety or objectives.

• Stay open to emergent outcomes—learning that arises organically from unplanned situations.

From Directives to Dialogue: Asking Better Questions

 Instead of prescribing blanket rules for providers, we should promote reflective inquiry. Better questions drive better decisions.

For Providers:

• Does our Plan B deliver the same core outcomes?

• Have we equipped staff to deliver it confidently and competently?

• Can our contingencies adapt to real-time surprises?

For Clients:

• Have we seen both Plan A and Plan B in the proposal?

• Do alternative plans reflect the same commitment to learning?

• Are we evaluating providers based on quality, not just charisma?

This shift from prescriptive policies to reflective practice builds shared accountability and trust.

Designing Resilient Alternatives: Practical Considerations

 Creating meaningful contingency plans requires attention to logistics, decision-making authority, and pre-emptive planning.

Decision-Making Questions:

• Who decides when to activate Plan B? The lead instructor? A site manager? The client?

• When is the switch made—based on weather forecasts or real-time conditions?

• Can we revert back if things improve?

Capacity and Redundancy:

• Have we trained extra staff or booked alternate venues?

• Are kits and resources ready for both scenarios?

• Is transportation flexible enough to support a pivot?

Common Triggers for Activation:

• Lightning or extreme weather

• Group distress or emotional overload

• Environmental hazards (e.g., high river levels)

• Equipment failure or transportation delays

Response Examples:

Plan A	Plan B (Aligned Alternative)
Technical Canyon	Open, walkable stream with easy egress and challenge tasks
Kayak Expedition	Land-based navigation trek with team roles and challenges
Rock Climbing	Leadership hike using artificial constraints (e.g., blindfolds)

These aren’t lesser options—they’re equally valid paths to the same learning mountain.

Elevating the Game of Plan B

 It’s time we reframe the narrative. Plan B is not about compromise—it’s about competence. It reflects foresight, professionalism, and a commitment to maintaining educational integrity, even when conditions change.

Excellent programming demands:

• Intentional contingency design—not last-minute improvisation.

• Trained, flexible leadership—capable of navigating complexity.

• Mutual accountability—between provider and client.

Let’s retire the notion that Plan B is second-best. In the real world, the ability to adapt is not just a bonus—it’s the point. And designing for that is not about distraction. It’s about excellence.