The analysis of several crises leads to an unexpected result: people and/or organizations tend to adopt an avoidance behavior in their decision-making when confronted with crisis situations. This result is surprising because the literature usually insists on timeless reaction, and because we usually hear more about decisions made than decisions not made. However, a second look at the data shows that these results may not be inconsistent with each other. The different forms of this avoidance behavior are observed at the individual, group, and organizational level. The causes and consequences are then discussed.