Set triggers by defining clear, observable conditions that automatically force action. Good triggers are objective, limited in number, and decided in advance — so you don’t have to think when thinking is hardest.
Freezing and delay rarely come from fear alone — they come from unclear thresholds. When people don’t know exactly when to act, they wait, debate, and miss windows. Triggers solve this by converting conditions into automatic decisions.
Set triggers by defining clear, observable conditions that automatically force action. Good triggers are objective, limited in number, and decided in advance — so you don’t have to think when thinking is hardest.
Freezing is not a lack of courage. It’s a lack of thresholds. When no condition clearly signals “now,” people wait for certainty that never arrives.
Triggers replace judgment with commitment.
A trigger is a pre-decided rule that converts a condition into an action. It removes debate, timing anxiety, and emotional negotiation.
When access to essentials becomes restricted or unreliable.
When routes, timing, or freedom of movement degrade.
When utilities, healthcare, or enforcement change behavior.
When a specific time passes without improvement.
Fewer than you want.
“If the situation gets bad, we’ll think about leaving.”
Result: delay, debate, and missed windows.
“If fuel access drops below 50% capacity, we stage movement within 24 hours.”
Result: action without panic.
Triggers are not about fear — they’re about timing. Clear thresholds prevent freezing, reduce regret, and let you act while options still exist.
Back to Decision-Making Hub →Yes. Triggers should be reviewed and adjusted outside emergencies.
Early triggers should force preparation or staging, not irreversible action.
They are rigid during execution so flexibility can exist elsewhere.