As an established provider of residential adventure learning in the United Kingdom, FCA is committed to providing engaging, memorable, and powerful training programmes that help learners to improve performance. As an experiential organization, FCA still experiences a financial crisis due to a reduced enrollment partly attributable to the restrictions placed by UKBA on students’ visas and the prolonged global economic recession. The number of oversees students enrolling it FCA’s programmes has halved. To contain these adversarial happenings, FCA needs to reconsider its past strategies. According to Susan and Jane (2007), the short-term efficiency and long-term persistence of any business is determined by the actions that the management takes in response to the changes in its external environment. Similarly, the efficiency and capability of the organization’s decision-makers to learn the external environment and implement responses significantly determines the organization’s ability to handle the circumstances (Susan amp. Jane, 2007). As UKBA has constrained the international students’ ability to acquire visas, FCA should potentially have managed the new unprecedented occurrence by diversifying its local market. Similarly, lobbying with the UKBA and the UK government to acquire better trading terms would potentially have helped the organization. Apparently, FCA should lobby with respective groups to ensure that the decisions of the government do not negatively affect the obtainability of its objectives. This coupled with an incessant diversification of the local market will help the organization to reestablish itself.Apparently, there is an established link between organizational actions and individual cognitions. Consequently, Susan and Jane (2007) assert that top decision-makers are continuously barraged by a stream of ill-defined trends and events.