What Problems Does This Create?
If the activity isn??™t cancelled once doomsayers have declared the mark of doom, they??™ll
cease to provide any constructive input (similar to the end result for perfectionists). Since
disaster recovery planning is built almost entirely on possible scenarios and risks, doomsayers
are uncomfortable participating in or endorsing such activities.
To further complicate the issue, doomsayers often have a great deal of influence over
the decision makers within an organization. Since their declaration of doom is based on
CHAPTER 12 n REALISTIC DISASTER RECOVERY PLANNING 296
a rational objection to the activity, and their goal is to minimize wasted resources, decision
makers tend to act on their recommendations. I??™ve personally been involved in more
than one project that was aborted due to the objections raised by a doomsayer.
How Do You Deal with These Problems?
The key to working with doomsayers is keeping cost off the radar. Usually activities that
doomsayers declare to be doomed are large projects that involve a significant percentage
of people and have quantifiable monetary costs.
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