For the majority of our clients, business as usual means sailing the high seas most of the time. They know how to sail in these waters and to foresee most of the problems they must address. Then, they decide to chart a new course and head into the vast unknown of a mergers and acquisitions (M&A) deal. How do these leaders then do something predictable, like manage day-to-day operations, when all about them changes rapidly? How do they see correlations that do exist while discouraging others from seeing those that don’t exist—all the while resisting the temptation to ascribe cause–effect relationships?