Part of the Program Leadership school. Class 6 of 6.
The capability: you can plan a sold-out night against what it cannot survive.
Prerequisites: the whole school, plus Modules 50, 58.
The practice
Measure sales by fifteen-minute interval on one show night. Chart it.
Measure ice consumption during one break against the machine's evening production.
Time the glass cycle against the peak turn.
Then find the single points. Ask what the plan cannot survive.
Then write four contingencies — equipment, staffing, crowd, incident.
And pre-authorize the simplification, with a named announcer.
Then review the night afterward against the actual curve.
The reference
The measured curve, which is the room's own evidence and which most bars have never produced.
What you are building
The habit of planning against failure rather than against expectation.
A single point is not a problem until it fails, per Module 58 — which is exactly why nobody finds them by waiting. They are found by asking in advance.
And the pre-authorized simplification, because a menu cut by choice at nine-fifty is better service than a full menu executed badly at ten — and pre-authorizing it is what makes it choosable under pressure.
Verification and boundary
The four written contingencies before the doors open, and the post-night review.
Boundary: occupancy, crowd management, and life safety are governed by the applicable fire and building authorities. TABC governs alcohol service, and the responsible-service controls do not flex at any volume — they are the ones most at risk when everything else is failing.