By Joel Edmondson, VMA CEO
In previous articles, I explored how systems thinking and complexity theory provide valuable insights for venue management, particularly in managing dynamic environments where multiple factors converge. I’ve previously highlighted the importance of embracing uncertainty and developing flexible strategies in articles on crisis management and operational resilience.
Political scientist and author Brian Klaas’s book Fluke further builds on these ideas, emphasising how randomness and chance play a vital role in shaping outcomes, even in highly controlled environments. It also provides some case studies for how to navigate challenges when the uncertain arises.
Perceiving unpredictable and hidden forces
As venue managers, we pride ourselves on being able to plan for the unexpected. Our profession is in many ways one of risk minimisation, and we are to some extent judged on how well our plans result in the desired outcome. However, beneath our analysis of risk lies a deeper exploration of unpredictability and the hidden forces shaping outcomes. A sudden shift in audience demographics, a viral social media incident affecting ticket sales, or poorly communicated changes in local regulations impacting event logistics are all examples of unpredictable circumstances that can disrupt an otherwise well-planned event, especially if they are not something already sitting on our risk register. Being curious about the world around you – even just asking the question ‘what else is happening in our city on event day?’ – is critical to enhancing your awareness of otherwise hidden factors that could unpredictably influence your event. The more time you spend reflecting on the world around you beyond your control, the better insight you will gain into how it could influence your business operations.
Adaptability in Event Planning
Sometimes enhancing our awareness of the world around us is not enough. Consider event planning and execution. Venue managers meticulously prepare for every detail — from audience flow to security, technical setups, and artist hospitality. However, as in Fluke, the unexpected often surfaces: sudden weather changes, last-minute performer cancellations, or technological failures. The book’s core message highlights the importance of adaptability and resilience in such moments. Being prepared for randomness — rather than resisting it — is key to effective venue leadership. Preparing your staff for this randomness is at the heart of venue readiness. We spend so much of our time drilling people in the systems and processes of our venues, but it’s equally important that our people are ready for the unexpected and know how to deal with it coolly and calmly. It’s worth reflecting on what your venue is doing or could do to prepare your staff for such moments.
Interconnectedness of Events
Moreover, Fluke underscores the interconnectedness of events and seemingly unrelated factors, a theme highly relevant to venue operations. A minor oversight, like a small scheduling error or a staff miscommunication, can ripple through an entire event, impacting audience experience and overall success. Klaas’s narrative reminds venue managers to approach their work with both a sense of control and a recognition of the broader, often unpredictable ecosystem in which they operate. It also inspires our teams to fully own the consequences of their actions and the importance of each and every action they take, because someone’s seniority or perceived status within a venue is not equivalent to the potential systemic damage or benefit they can create through either diligence or negligence. Everything everyone does matters.
Creative Problem-Solving
Venue managers can also draw inspiration from the creative problem-solving showcased in Fluke. When the protagonists in Klass’s case studies face challenges, their responses are imaginative rather than reactive. This mindset can be invaluable in venue management, where thinking outside the box can transform potential crises into opportunities for innovation and improved guest experiences. The level of permission we give our staff to problem-solve in uncertain moments will define how confident they are to improvise in situations where there is no rule book. This empowerment is also key to creating an innovation culture within your venue, something that is essential if you are to turn the unexpected into meaningful continuous improvement. In many respects, continuous improvement is the art of turning mistakes or accidents into something of value.
Humility and Continuous Learning
Finally, Fluke offers a philosophical takeaway relevant to leadership in venue management: the humility to acknowledge that not everything can be controlled or fully understood. Embracing this mindset fosters a culture of continuous learning, collaboration, and openness — essential qualities for modern venue managers navigating a complex and ever-changing industry.
Conclusion
By reflecting on the themes of unpredictability, interconnectedness, creative problem-solving, and humility presented in Fluke, venue managers can gain a richer perspective on their roles. The book serves as a powerful metaphor for the dynamic and multifaceted nature of running successful venues, reminding us that sometimes, the most profound lessons come from the unexpected.