This got me thinking about current conventional risk management which is broadly along the following lines: identify risks, assess their impact and probability and then develop risk responses. There's nothing wrong with this but there's a question of how specific you need to be when you are identifying risks. Some risks are very simple - take for example, the risk of the office building being destroyed by fire and it's perfectly reasonable to have this on your risk register.
However, in the quest to pin down all the possibilities, you have to bear in mind the danger of ignoring anything that you haven't managed to identify. You have to avoid the tyranny of the risk register! Instead, you might have to accept the fact that you simply can't identify everything to the nth degree - and nor should you try as you could spend so much time on risk management that you forget to run the organisation in the first place! This is an example of where risk management itself becomes a risk to the organisation!
What you can do is leave a gap on your risk register for the'unknown unknowns' simply to remind yourself that you can't identify every possible risk out there. You can also generate a scenario resulting from an unknown cause that has a serious impact on your business and then think about how you can deal with it. Different events may have similar effects, so for example, rather than a volcano, the risk event could have been a major problem with oil supplies which would have also grounded aircraft. One response would include lobbying the government for financial assistance. The important thing is the process of thinking through 'what would we do if..?'
Which leads me to some advice that I received many years ago from a risk expert. At the time, I worked in what was then called the NatWest Tower in the City of London and it had just been damaged seriously by a bomb. Only days before the explosion, we had been working on NatWest's risk management programme. The risk expert said that you could have lots of systems and programmes in place, but when it came to major 'risk events' like explosions, volcanoes and the like, by far the most important thing was to have staff who were resilient and resourceful enough to deal intelligently with any crisis.
And finally, if you are stranded anywhere, I do hope that you get back to where you need to be soon.