One thing is for certain: these are uncertain times. Across industries, managers are being forced to reconsider what they thought they knew about their respective markets. In the latest McKinsey Quarterly , Andrew Campbell and Stuart Sinclair say that corporate boards need to wake up to new realities as well. And they need to lead companies through this next difficult period. Unfortunately, most corporate directors are likely to assume that radical change is unnecessary and that “normal service” will soon resume. Their experiences during less severe crises—such as those in 1990, 1997, or 2001—will lull them into a false sense of complacency; few will adjust their strategies and policies sufficiently. This behavior is the result of a clinically observed human trait of being overly influenced by past experiences and judgments. Experts on decision making call it anchoring. The problem is made worse by the natural rhythms that characterize how many boards are used to working—rhythms that tend to reinforce rather than challenge anchored thinking. We therefore argue that board chairmen need to play a special role in the coming months by challenging their boards to think things through afresh. You can read the full article and participate in a short survey here .