Decisions made in a crisis do not always follow a clear process; the nature of a crisis can pull the response away from rational decision-making at both strategic and tactical levels. Human and cultural factors (values, perceptions, beliefs, attitudes, intentions and abilities) bear on every part of crisis management and should be kept in view, because they create both strain and comfort for people working alone or in teams. All of this puts heavy psychological pressure on the CMT and on others affected; most crises are also highly uncertain because knowledge is lacking and rumour, assumption and misinformation abound, which threatens good decisions: uncertainty raises decision-makers' stress, can impair their thinking, and makes a flawed process and a poor decision more likely. The challenges are plain, and overcoming them does not guarantee success, but effective decision-making makes a good outcome much more likely.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.