The authors believe it is imperative to stay in the conversation about changes to the business environment because of this new administration, but we need to move on from “Making the Problem Too Big”, “Ignoring Popular Sentiment”, “Failing to Find Common Ground”, “Not Telling Your Story”,  and “Talking About All the Good You’re Doing in the World.”

Addresses the increasing role that political turbulence is having on corporations’ ability to accomplish strategic objectives and tips for navigating external political uncertainty.  

A crisis negotiations veteran explains how building rapport and trust help avert dangerous outcomes, even in very high threat situations. Includes firsthand experience to show how respect and listening can help save lives, and offers detailed suggestions for listening to understand underlying needs and interests. 

What It Is: A two-hour, multiplayer leadership simulation from Harvard Business Publishing and Forio in which teams of advisors lead a fictional country through an escalating outbreak crisis, making high-stakes ethical decisions with incomplete information and no established precedent to guide them. 

Why It Matters: The simulation is built specifically to expose the gap between a team's stated values and its actual behavior under pressure — forcing profound disagreement within the team itself, not just against an external threat. That tension mirrors what many public affairs and crisis-communications teams experience when a company's stated commitments meet a fast-moving, high-stakes real-world event. 

How to Use It: Use with public affairs, communications, or executive teams as a low-stakes way to pressure-test how your organization's decision-making process holds up under disagreement and incomplete information, before a real crisis puts those same dynamics to the test. 

This handbook chapter from Perkins Coie LLP outlines governance best practices for public company boards, covering fiduciary duties, oversight structures, committee responsibilities, compliance systems, and disclosure obligations. It emphasizes risk oversight, transparency, and evolving regulatory expectations affecting board accountability in complex operating environments. 

Why this resource matters 
It provides operational grounding for CPR governance by clarifying how boards oversee risk, disclosure, and fiduciary responsibilities in politically and socially complex systems. In particular, it provides the legal and conceptual basis for the governance of public affairs.

This report is based on interviews with twenty-nine partners and associates from law firms that responded to 2025-26 Executive Orders and other federal challenges with a wide variety of strategies -- from compliance to lawsuits.  

The focus was on the strategic calculations driving decisions by individual lawyers and law firms, regardless of the strategy they took. The report concludes that fear significantly magnifies perceptions of risk, collective action is critical in responding to pressure, and business leaders have a crucial stake in upholding rule of law, for its own sake and as a cornerstone of the free market system.