Note: This dossier is currently available in English only. The CTS terminology is most precise in English; a German version may follow.

The CTS Philosophy

– because escalation should never become visible.

Context · Trajectory · Stabilization in Aviation

CTS is a practical philosophy designed to remove politically sensitive and crime-caused crises in fast-moving airline environments early, quietly, and effectively — so that operational stability returns as a consequence of elimination.

CTS in one sentence: clear the crisis — and the system stabilizes as a result.

Origins and evolution (Pan Am, 1986–1988)

CTS was developed between 1986 and 1988 from international crisis work in the operational environment of Pan Am. It emerged through intensive evaluation and long-form discussion — not as a slogan, but as a method.

Co-developed. CTS was developed by Martin Heynert together with another Pan Am top-level crisis manager. The philosophy reflects the reality of airline operations: speed, politics, jurisdictional friction, reputational sensitivity, and limited room for error.

Over time, CTS evolved away from a purely defensive, event-centered mindset (“Crime, Threat, Security”). It became a way to understand the context of a crisis, its likely trajectory, and the interventions that remove the crisis early enough for the system to stabilize.

This page intentionally avoids operational details, case narratives, or identifying information. CTS is presented here as a philosophy and decision framework.

The CTS triad

CTS uses a simple sequence — not because problems are simple, but because speed and clarity matter. Each step narrows uncertainty and increases the quality of action.

1) Context

Context is everything that determines how a crisis is perceived and handled: political lines, cultural constraints, institutional incentives, personal stakes, and historical baggage.

What is truly at stake for each actor?
Which constraints are real — and which are merely assumed?
Where is the hidden friction (jurisdiction, religion, status, reputation, power)?

2) Trajectory

A crisis has a direction. CTS treats escalation as a foreseeable development driven by prior causality — not as a vague risk.

If nothing changes, what happens next — realistically?
Which actions accelerate escalation, which actions slow it?
Where are the points of no return (political, legal, reputational, operational)?

3) Stabilization

Stabilization is not the management of an ongoing crisis. In CTS, stabilization is the consequence of removing the crisis driver from the system.

Clear the crisis early enough that escalation never becomes the “story”.
Restore operational continuity as a result of removal.
Leave a stable decision space, not a prolonged emergency.

What CTS is designed to achieve

CTS is most effective in environments where legal analysis alone is too slow or too narrow — and where the real damage comes from political hardening, public visibility, or operational disruption.

CTS targets

Politically sensitive incidents with multiple stakeholders and jurisdictions
Criminal attacks and crime-caused crises affecting personnel, assets, or operations
Situations where internal narratives and external actors amplify friction

CTS outcomes

Early clearing of the crisis — quietly and effectively
Prevention of escalation into irreversible political or legal positions
Operational continuity, regained as a consequence of removal

CTS is not “de-escalation talk”. It is a removal logic: identify what created the crisis, anticipate the trajectory, and clear the crisis before it hardens.

What CTS is not

Not security theatre or symbolic reaction.
Not a public-facing crisis narrative.
Not a hunt for blame as a first step.
Not a “standard operating procedure” template — CTS is context-driven.

CTS is not the analytical working method. The analytical working method focuses on causal reconstruction and “lessons learned”; CTS prioritizes fast, discreet crisis removal— effect first, retrospective root-cause depth second.
See also: Dossier Analytical Working Method .

Discretion and confidentiality

CTS work is often most valuable precisely because it prevents visibility. For that reason, this dossier does not contain case studies or operational detail.

Protection of third parties and organizational interests
Mandate confidentiality and discretion
Reduction of “story value” — the crisis should not become a narrative

Contact

If you are facing a politically sensitive or crime-caused crisis in an airline or aviation context and need early, quiet clearing — please get in touch.

Contact details on the homepage · Internal Investigations · Aviation