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leading to a decline into unprofitability for outdoor programs. 3. Geopolitical Conflict and Instability. The emergence of international conflicts, nationalism, and authoritarian governments with limited rule of law and civil rights may impact local and international outdoor programs. These risks are not suited to management through procedures and controls, as one might manage the risk of overheating on a warm-weather hike. Risk management in this context instead may begin by using tools such as strategic planning, stress testing and scenario planning to identify potential risks on the horizon. Approaches to reducing or transferring risks may include diversifying product lines or making fundamental changes to business models. Smaller organizations may have limited capacity to engage in addressing these strategic risks. 12.4. ADVANCING THE INDUSTRY Systems thinkers identify risks facing outdoor programs and the outdoor industry at levels higher than activity leaders, activities, or the organizations themselves. These risks include the relatively low social priority of outdoor programs in some parts of the world, compared to some other professional fields. This results in relatively low resource allocations to support sustainable careers, training, and development of the industry, which has a negative impact on safety. Executives, Board members, and other leaders in the outdoor industry have an opportunity to advocate for prioritizing outdoor education and related pursuits in domains of government investment, compensation regimes and other areas. 12.5. PROTECTION FROM ADMINISTRATIVE RISKS Approaches for understanding and managing the risks in the administrative domain of outdoor programming include: 1. Research regulatory and other expectations, including through consultation with reliable, credible specialists 2. Act in the best interests of customers, employees, the organization, and the larger community 3. Act as a reasonable and prudent person would in a similar situation 4. Stay up to date on standards, regulations and best administrative practices 5. Take effective action on identified risk management issues 6. Document administrative procedures and activities, to facilitate demonstration of compliance with regulations and standards 12.6. FURTHER RESOURCES Additional information, training, individual support and other resources are widely available. Sources include: 1. Health and Safety governmental authorities. Free trainings, consultation, and extensive written and other resources are often available. 2. Other relevant governmental authorities. For instance, officials responsible for ensuring criminal history background check records are securely stored may provide guidance and in-person consultation. 3. Legislation and regulations on relevant topics, which may be available online, in libraries, or from government sources 4. Individual qualified specialists, such as lawyers, accountants, bankers, and insurance agents 5. Associations specific to particular activities, such as human resources management associations or societies 6. Business associations, which promote commercial activity and often offer professional resources Chapter 12: Business Administration 123