Intrenion

Intrenion Doctrine

Conquering Crisis (William H. McRaven)

Table of Contents

• Copy Doctrine
• Episode 1
  • Practice 1: Verify critical information before acting
  • Practice 2: Build a trusted circle of experienced advisors
  • Practice 3: Report bad news immediately
  • Practice 4: Communicate the truth clearly
  • Practice 5: Prepare multiple response options early
• Episode 2
  • Practice 6: Expect disruption and adjust your plans
  • Practice 7: Wait until you understand the situation
  • Practice 8: Closely supervise critical work
  • Practice 9: Set the pace before others do
  • Practice 10: Check morale throughout the crisis

Copy Doctrine

Episode 1

Practice 1: Verify critical information before acting

Problem
Early reports are often inaccurate.

Action
Confirm important facts with reliable sources before making decisions.

Outcome
You make better decisions with fewer mistakes.

Chapter: First Reports Are Always Wrong

Practice 2: Build a trusted circle of experienced advisors

Problem
Leaders miss risks when they rely on a single perspective.

Action
Seek honest advice from experienced people before making major decisions.

Outcome
You make stronger decisions with better judgment.

Chapter: Have a Council of Colonels

Practice 3: Report bad news immediately

Problem
Delaying bad news makes problems harder to solve.

Action
Share serious problems as soon as they are confirmed.

Outcome
People have more time to respond effectively.

Chapter: Bad News Doesn’t Get Better With Age

Practice 4: Communicate the truth clearly

Problem
Unclear or false information leads to poor decisions.

Action
Share verified facts openly and consistently.

Outcome
People act with greater confidence and trust.

Chapter: Weaponize the Truth

Practice 5: Prepare multiple response options early

Problem
Relying on a single plan limits your choices.

Action
Develop several practical options before they are needed.

Outcome
You can adapt quickly when conditions change.

Chapter: Move All Your Options Forward

Episode 2

Practice 6: Expect disruption and adjust your plans

Problem
Changing conditions can weaken any plan.

Action
Review and adapt your plans as new information appears.

Outcome
You remain effective during uncertainty.

Chapter: Trust the Second Law of Thermodynamics

Practice 7: Wait until you understand the situation

Problem
Rushed decisions create avoidable failures.

Action
Gather enough information before committing to major actions.

Outcome
You reduce unnecessary mistakes.

Chapter: Don’t Rush to Failure

Practice 8: Closely supervise critical work

Problem
Small errors can become major failures during a crisis.

Action
Personally monitor essential tasks until they are completed correctly.

Outcome
Critical work is carried out more reliably.

Chapter: Micromanagement Is Not an Ugly Word

Practice 9: Set the pace before others do

Problem
Slow execution allows problems to grow.

Action
Maintain a clear, steady tempo for decision-making and execution.

Outcome
Your team keeps the initiative.

Chapter: Dictate the Tempo

Practice 10: Check morale throughout the crisis

Problem
Low morale weakens performance under pressure.

Action
Regularly ask how people are doing and offer support.

Outcome
Your team stays resilient and committed.

Chapter: There Is Always Time for a Morale Check