Abstract
“The contingency approach to management is based on the idea that there is no one best way to manage and that to be effective, planning, organizing, leading, and controlling must be tailored to the particular circumstances faced by an organization. Managers have always asked questions such as "What is the right thing to do”?
Discuss three (3) best practices for managing teams faced with significant unk-unks
Planning and Triggering Contingencies
Murphy’s Law says it all, “If anything can go wrong it will, no matter how great a project may be going. Because of Murphy’s Law there should always be a contingency plan put in place even when there is a lot of unk-unks taking place. A contingency plan is usually done at the beginning, but may happen in the middle of the project. When contingency planning is done right a Project Manager and team can identify certain things: such as critical activities, triggers, alternatives, roles and responsibilities. After brainstorming and the team has identified the critical activities and milestones, they will need to specify the contingency trigger. What will trigger the Project manager and team to go into plan B and implement the contingency plan that is in place? It should always have a measureable or observable component, tied to a specific time line. The trigger is an indicator that the activity is not going to be completed as planned. The action a Project manager takes at that point will either implement an alternate plan or a significant action designed to bring the activity back on track.

Selectionism
Selectionism is defined as running multiple trials in parallel. It is most appropriately used when the terrain is so uncertain that a single trial is unlikely to home in on an appropriate solution. Selectionism is also called parallel development my product developers and it has fallen out of favor as