There’s nothing quite like a crisis to focus attention and galvanize groups, organisations and even countries. Many organisations routinely use crisis as a method of focusing attention, stimulating action, accelerating the pace of change and altering trajectory and focus.
Typical organisational crises include reputational crisis, financial problems, product problems and recalls, conflict, competitor action & battle over market shares, disruptive technologies and changing environmental context to name but a few.
The crisis normally arises from an identified “situation” or “event” which highlights the existential risks and the clear and present dangers. In the case of a ‘false flag’ the situation is created for a very specific purpose. The story formula for this goes something like;
This situation has occurred. This is the impact and how we are effected. This is how we may be effected further. If we are complacent there is even a bigger threat on it’s way. This is what we must now do to mitigate the possible or actual damage. If you’re not with us, you’re against us.
The thing about the “event” is that it needs to be described and told in a way that inspires action. An element of terror is always useful to make it more compelling. And of course the event is associated with a suspect. It’s not important who the real perpetrator is; what is important that an event presents the opportunity to get people moving and doing things in a particular way. It is, in fact, a cause told as a story. In Gulf War 2.0 the Iraqi Saddam WMD story was described by Tony Blair as a “Causus Belli” Latin for “The Cause of War” in other words, it is a special kind of story that takes us into war. Legally.
See more in WikiPedia False Flag around how false flags have been used in large scale global change management.
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