The further development of a CISM evaluation presented in this book makes it particularly suitable for use in organizations that wish to employ CISM as a performance- and impact-oriented tool. The instruments presented are especially appropriate for managing corporate divisions whose “high social responsibility becomes apparent in the public sphere not only through the intended, but also through the unintended consequences of their … actions” (Stockmann, 2006: 302 f.). Both the management of critical incident stress and that of a CISM organization will not be free from contradictions.