Ambiguity can create an abundance of interpretations, therefore creating an overwhelming situation due to reduced concentration, (Combe & Carrington, 2015). Uncertainty is the exact opposite as it provides little or no interpretation, thus leading to misdirection and disorientation (Combe & Carrington, 2015). It is at these times that it is imperative for a leader to seek assistance and work with a team. This will provide different perspectives in formulating a solution. Working in a team can influence changes in mental models thus creating cross-cutting understanding by sharing the same perceptions in reaching consensus (Combe & Carrington, 2015). According to the authors Combe & Carrington (2015) cross-understanding can be very useful for accurate interpretations of a crisis, but at the same time it can also lead to errors in judgment. Based on previous research, there is a concern regarding leaders using case-based knowledge and prior experience when dealing with a crisis (Combe & Carrington, 2015). I believe this is partially true, as crisis situations are unpredictable events that cannot be modeled from previous case studies, so establishing a set method for dealing with the problem may not be the best approach. I would take the precedents into consideration