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predicted outcome."},{"text":"One certain future situation.","correct":false,"explanation":"Treating one outcome as certain repeats the forecasting approach that scenario planning seeks to avoid. The correct answer is several plausible future situations, reflecting uncertainty about events."},{"text":"Only the most likely situation.","correct":false,"explanation":"Focusing only on the most likely outcome leaves the business unprepared if events develop differently. Scenario planning prepares for several plausible future situations instead."},{"text":"Past situations repeating exactly.","correct":false,"explanation":"Scenario planning does not assume that historical circumstances will recur unchanged. It prepares the business for several plausible future situations that could emerge."}]},{"id":"98da7ca0-3e4c-479c-98e6-3e25af000b71","cardType":"cloze","points":null,"front":"Scenario planning aims to make the business more [ ] when the future differs from expected.","back":"Scenario planning aims to make the business more resilient when the future differs from expected.","mcqOptions":[{"text":"resilient","correct":true,"explanation":"A resilient business can withstand disruption, adapt its plans and continue operating when actual events differ from its original expectations."},{"text":"efficient","correct":false,"explanation":"Efficiency concerns minimising resources or costs, not coping with unexpected change. The correct term is resilient because scenario planning strengthens the business’s ability to withstand disruption."},{"text":"profitable","correct":false,"explanation":"A profitable business may still be vulnerable to unexpected events. The correct term is resilient, meaning able to adapt and continue operating despite disruption."},{"text":"predictable","correct":false,"explanation":"Being predictable would imply that outcomes can be confidently forecast, whereas scenario planning recognises uncertainty. Its aim is to make the business more resilient."}]},{"id":"8b6982ae-1e12-4710-a13a-0bb69a1965af","cardType":"cloze","points":null,"front":"A natural disaster is an [ ] risk; poor IT security is an [ ] risk.","back":"A natural disaster is an external risk; poor IT security is an internal risk.","mcqOptions":[{"text":"A natural disaster is an external risk; poor IT security is an internal risk.","correct":true,"explanation":"Natural disasters originate outside the business and are therefore external risks. Weak IT security arises from systems and decisions within the organisation, making it internal."},{"text":"A natural disaster is an internal risk; poor IT security is an external risk.","correct":false,"explanation":"This reverses the classifications. Natural disasters arise beyond the business and are external, while poor IT security stems from within the organisation and is internal."},{"text":"A natural disaster is an internal risk; poor IT security is an internal risk.","correct":false,"explanation":"A natural disaster is not created by the organisation’s operations, so it is external rather than internal. Poor IT security is correctly classified as an internal risk."},{"text":"A natural disaster is an external risk; poor IT security is an external risk.","correct":false,"explanation":"Poor IT security usually results from the business’s own systems, procedures or investment decisions, so it is internal. A natural disaster is correctly classified as external."}]},{"id":"4091a52d-99cf-4ff0-994f-f3ee3177189f","cardType":"cloze","points":null,"front":"In risk assessment, [ ] means how probable a risk is.","back":"In risk assessment, likelihood means how probable a risk is.","mcqOptions":[{"text":"likelihood","correct":true,"explanation":"Likelihood measures the probability that a particular risk will occur. It is commonly combined with impact to calculate an overall risk score."},{"text":"impact","correct":false,"explanation":"Impact measures the seriousness of a risk’s consequences, not its probability. Likelihood is the correct term for how probable the risk is."},{"text":"severity","correct":false,"explanation":"Severity describes how serious an event or its consequences may be, rather than the probability of occurrence. The relevant probability measure is likelihood."},{"text":"exposure","correct":false,"explanation":"Exposure concerns the extent to which a business is vulnerable or subject to a risk. Likelihood specifically measures how probable that risk is."}]},{"id":"f4e3f2cf-91fb-4673-95d7-dc588ddf977a","cardType":"cloze","points":null,"front":"In risk assessment, [ ] means how serious the consequences would be.","back":"In risk assessment, impact means how serious the consequences would be.","mcqOptions":[{"text":"impact","correct":true,"explanation":"Impact measures the seriousness of the consequences if a risk occurs, such as the scale of financial, operational or reputational damage."},{"text":"likelihood","correct":false,"explanation":"Likelihood measures how probable a risk is, not how serious its consequences would be. The correct term for the seriousness of consequences is impact."},{"text":"frequency","correct":false,"explanation":"Frequency measures how often an event occurs over a period, rather than the seriousness of its consequences. Impact is the appropriate risk assessment term."},{"text":"probability","correct":false,"explanation":"Probability concerns the chance that an event will happen, not the scale of resulting harm. Impact measures how serious the consequences would be."}]},{"id":"8d252556-d0ce-4946-9fed-8677c798bcd5","cardType":"basic","points":1,"front":"What is the simple risk score formula?","back":"$R = L \\times I$.","mcqOptions":[{"text":"$R = L \\times I$.","correct":true,"explanation":"The simple risk score multiplies likelihood, $L$, by impact, $I$. A risk ranks highly when it is relatively probable, highly damaging or both."},{"text":"$R = L + I$.","correct":false,"explanation":"Adding likelihood and impact does not produce the standard simple risk score. The accepted formula multiplies the two ratings: $R = L \\times I$."},{"text":"$R = L \\div I$.","correct":false,"explanation":"Dividing likelihood by impact would make a more damaging risk receive a lower score. The simple risk score instead uses $R = L \\times I$."},{"text":"$R = L - I$.","correct":false,"explanation":"Subtracting impact can create negative scores and would rank greater consequences as less important. Risk is calculated by multiplying likelihood and impact: $R = L \\times I$."}]},{"id":"8c9e471d-f143-40ea-9685-cf3a22479b21","cardType":"basic","points":1,"front":"Using $R = L \\times I$, what is the score if likelihood = 4 and impact = 5?","back":"20.","mcqOptions":[{"text":"20.","correct":true,"explanation":"Substituting the ratings into $R = L \\times I$ gives $R = 4 \\times 5 = 20$, so the risk score is 20."},{"text":"9.","correct":false,"explanation":"This results from adding the ratings, $4 + 5$, instead of multiplying them. Using $R = L \\times I$ gives $4 \\times 5 = 20$."},{"text":"16.","correct":false,"explanation":"This results from multiplying the likelihood by itself and ignoring the impact rating. The required calculation is $4 \\times 5$, giving a score of 20."},{"text":"25.","correct":false,"explanation":"This results from multiplying the impact by itself and ignoring the likelihood rating. The formula requires $4 \\times 5$, so the correct score is 20."}]},{"id":"1dac79f9-bce3-4080-8b75-d9599508ec34","cardType":"basic","points":2,"front":"Why calculate risk scores in risk assessment?","back":"To prioritise the risks needing most attention.","mcqOptions":[{"text":"To prioritise the risks needing most attention.","correct":true,"explanation":"Risk scores combine likelihood and impact, helping managers rank risks and prioritise resources and action toward those requiring the most urgent attention."},{"text":"To eliminate all risks facing the business.","correct":false,"explanation":"A score cannot remove uncertainty or prevent every risk from occurring. Its purpose is to prioritise the risks needing most attention so resources are allocated effectively."},{"text":"To equalise the importance of every risk.","correct":false,"explanation":"Risk assessment does not make every risk equally important; it distinguishes between them. Scores help prioritise the risks needing most attention based on likelihood and impact."},{"text":"To predict exactly when risks will occur.","correct":false,"explanation":"Risk scores do not predict the precise date on which an event will occur. They help prioritise the risks needing most attention by comparing likelihood and impact."}]},{"id":"64419dcb-f7c7-42e4-a052-c17eabf92659","cardType":"basic","points":2,"front":"Why might an unlikely natural disaster still need action?","back":"The impact could still be severe.","mcqOptions":[{"text":"The impact could still be severe.","correct":true,"explanation":"Scenario planning considers both likelihood and impact. Even when a natural disaster is unlikely, its potentially severe consequences justify preparing an appropriate response."},{"text":"The likelihood could still be high.","correct":false,"explanation":"Calling the disaster unlikely means its likelihood is low, not high. Action may still be needed because the impact could be severe despite the low probability."},{"text":"The impact would always be minor.","correct":false,"explanation":"A minor impact would provide little reason for significant preparation. An unlikely disaster still requires action when its potential impact on the business could be severe."},{"text":"The timing could be predicted exactly.","correct":false,"explanation":"Natural disasters usually cannot be timed exactly, and predictability is not the key reason for action. Preparation is justified because the impact could still be severe."}]},{"id":"42404298-0c7f-4dd3-be59-35a3108b61d1","cardType":"basic","points":1,"front":"If flooding stops lorries leaving a distribution centre, what stock problem can shops face?","back":"Empty shelves.","mcqOptions":[{"text":"Empty shelves.","correct":true,"explanation":"If lorries cannot leave the distribution centre, replacement stock does not reach shops. As existing inventory is sold, shops may therefore be left with empty shelves."},{"text":"Excess stock.","correct":false,"explanation":"Excess stock at shops would result from receiving more goods than they can sell. Flooding prevents deliveries leaving the distribution centre, so shops instead risk empty shelves."},{"text":"Higher inventory.","correct":false,"explanation":"Shop inventory will fall rather than rise when deliveries are interrupted. Once existing stock is sold without replenishment, the likely result is empty shelves."},{"text":"Faster turnover.","correct":false,"explanation":"Stock turnover measures how quickly inventory is sold and replaced, but blocked deliveries prevent replacement. Shops are therefore more likely to face empty shelves."}]},{"id":"9f2c2047-3b1b-4014-b4e9-bf6b72bad822","cardType":"cloze","points":null,"front":"[ ] means serious disruption of digital systems used by the business.","back":"IT systems failure means serious disruption of digital systems used by the business.","mcqOptions":[{"text":"IT systems failure","correct":true,"explanation":"IT systems failure is the serious disruption or breakdown of the digital systems a business relies on, potentially interrupting communication, operations, payments and sales."},{"text":"Data backup","correct":false,"explanation":"A data backup is a stored copy used to restore information after loss or damage. The serious disruption of digital business systems is called IT systems failure."},{"text":"Cloud computing","correct":false,"explanation":"Cloud computing provides digital resources such as storage or software over the internet. Serious disruption of the systems used by a business is IT systems failure."},{"text":"Firewall software","correct":false,"explanation":"Firewall software helps prevent unauthorised network access and is a protective measure. Serious disruption of a business’s digital systems is described as IT systems failure."}]},{"id":"f4279e0f-56bb-4ca2-bcb9-b68a46ca6e45","cardType":"basic","points":1,"front":"If an online retailer’s website goes down, what immediate sales effect is likely?","back":"Customers cannot place orders.","mcqOptions":[{"text":"Customers cannot place orders.","correct":true,"explanation":"An online retailer’s website is its main sales channel. If the site is unavailable, customers cannot complete purchases, causing an immediate loss of orders and revenue."},{"text":"Customers can place more orders.","correct":false,"explanation":"Website downtime removes rather than expands the retailer’s online sales channel. Customers cannot place orders until access is restored, so immediate sales are likely to fall."},{"text":"Customers receive orders more quickly.","correct":false,"explanation":"Delivery speed concerns orders already submitted and is not improved by website failure. The immediate sales effect is that customers cannot place new orders."},{"text":"Customers pay lower prices.","correct":false,"explanation":"Website failure does not automatically change the retailer’s prices. Its immediate effect is to prevent customers from placing orders, reducing sales while the site is unavailable."}]},{"id":"f088c16f-8053-4a3e-b682-5311c4648544","cardType":"basic","points":2,"front":"Why can IT failure harm reputation quickly?","back":"It reduces customer trust.","mcqOptions":[{"text":"It reduces customer trust.","correct":true,"explanation":"Customers expect reliable digital services. If systems repeatedly fail or transactions are disrupted, customers may quickly lose confidence in the business and its ability to serve them."},{"text":"It increases customer trust.","correct":false,"explanation":"Unreliable systems are unlikely to increase confidence because customers may experience inconvenience or failed transactions. IT failure harms reputation by reducing customer trust."},{"text":"It reduces staff training costs.","correct":false,"explanation":"Lower training costs would not explain reputational damage and are not an immediate consequence of system failure. Reputation suffers because unreliable service reduces customer trust."},{"text":"It improves service reliability.","correct":false,"explanation":"IT failure makes service less reliable, not more reliable, because customers may be unable to access or use it. This disruption reduces customer trust and harms reputation."}]},{"id":"34e36db5-eca0-452f-b452-407e961e97c4","cardType":"basic","points":2,"front":"Why might a software developer count as key staff even if not senior?","back":"The business may depend on their knowledge.","mcqOptions":[{"text":"The business may depend on their knowledge.","correct":true,"explanation":"Key staff are identified by how important their contribution is, not only by seniority. A developer may hold specialist knowledge that the business needs to maintain its software."},{"text":"The business may depend on their job title.","correct":false,"explanation":"A job title describes a role but does not itself provide essential capability. The developer may be key because the business depends on their specialist knowledge."},{"text":"The business may depend on their salary level.","correct":false,"explanation":"Salary can reflect several factors and does not determine whether an employee is operationally essential. A software developer may be key because of their specialist knowledge."},{"text":"The business may depend on their office location.","correct":false,"explanation":"Where the developer works does not normally make them key to operations. Their importance comes from specialist knowledge that the business may struggle to replace."}]},{"id":"033af6f1-b275-4a4d-bddb-b42c80f3a5a2","cardType":"basic","points":2,"front":"Why can losing a specialist team leader slow projects?","back":"Their knowledge is not easily replaced.","mcqOptions":[{"text":"Their knowledge is not easily replaced.","correct":true,"explanation":"A specialist team leader may hold technical expertise and detailed project knowledge that colleagues lack. Replacing or transferring this knowledge takes time, delaying decisions and project work."},{"text":"Their salary is not easily replaced.","correct":false,"explanation":"Salary is a financial cost, not the capability needed to continue a project. Delays occur because the team leader’s specialist knowledge is not easily replaced."},{"text":"Their equipment is not easily replaced.","correct":false,"explanation":"Losing a team leader does not necessarily mean losing the equipment used by the team. Projects slow because the person’s specialist knowledge is difficult to replace."},{"text":"Their knowledge is easily replaced.","correct":false,"explanation":"If the leader’s knowledge were easily replaced, their departure would be less likely to cause significant delays. Projects slow because specialist knowledge is not easily replaced."}]},{"id":"2abd7306-8fdb-4773-9e1c-7a4de3ea20c0","cardType":"cloze","points":null,"front":"Mitigation may not remove a risk; it makes the business [ ].","back":"Mitigation may not remove a risk; it makes the business better prepared.","mcqOptions":[{"text":"better prepared","correct":true,"explanation":"Mitigation reduces the likelihood or impact of a risk through advance action. It cannot always eliminate the threat, but it leaves the business better prepared to respond."},{"text":"fully protected","correct":false,"explanation":"Mitigation does not guarantee complete protection because some residual risk usually remains. Its purpose is to reduce potential harm and make the business better prepared."},{"text":"more vulnerable","correct":false,"explanation":"Becoming more vulnerable is the opposite of successful risk mitigation. Mitigation introduces precautions that reduce exposure or consequences, leaving the business better prepared."},{"text":"completely insured","correct":false,"explanation":"Insurance is one possible way to transfer financial risk, but mitigation does not necessarily involve insurance or provide complete cover. It makes the business better prepared."}]},{"id":"674a22fc-c49d-4d49-b32e-341d6c76bc1b","cardType":"basic","points":1,"front":"Name one IT mitigation that reduces likelihood of failure.","back":"Stronger hosting, cyber-security monitoring or regular maintenance.","mcqOptions":[{"text":"Stronger hosting, cyber-security monitoring or regular maintenance.","correct":true,"explanation":"These measures prevent technical problems or detect threats early, reducing the probability that an IT system will fail in the first place."},{"text":"Recent backups, disaster recovery support or customer templates.","correct":false,"explanation":"These measures help the business recover after an IT failure, so they reduce its impact. Stronger hosting, cyber-security monitoring or regular maintenance reduces the likelihood of failure."},{"text":"Business insurance, emergency finance or compensation funds.","correct":false,"explanation":"These measures may reduce the financial consequences of an IT failure but do not make failure less likely. Preventive measures include stronger hosting, cyber-security monitoring or regular maintenance."},{"text":"Customer apologies, press statements or refund procedures.","correct":false,"explanation":"These responses manage reputational damage after an IT failure rather than preventing one. Stronger hosting, cyber-security monitoring or regular maintenance reduces the likelihood of failure."}]},{"id":"ebdb2ec3-158b-4cf1-b49f-7b9368259e9e","cardType":"basic","points":1,"front":"Name one IT mitigation that reduces impact of failure.","back":"Recent backups, a disaster recovery supplier or customer templates.","mcqOptions":[{"text":"Recent backups, a disaster recovery supplier or customer templates.","correct":true,"explanation":"These measures allow data, operations and communications to be restored more quickly after failure, reducing the disruption and damage experienced by the business and its customers."},{"text":"Stronger hosting, cyber-security monitoring or regular maintenance.","correct":false,"explanation":"These preventive measures reduce the likelihood of an IT failure occurring. Recent backups, a disaster recovery supplier or customer templates instead reduce the impact after failure."},{"text":"Employee passwords, access controls or security updates.","correct":false,"explanation":"These controls mainly lower the chance of a security-related failure. Recent backups, a disaster recovery supplier or customer templates limit the consequences once failure has occurred."},{"text":"Hardware inspections, software testing or network monitoring.","correct":false,"explanation":"These measures aim to detect faults and prevent failure, so they reduce likelihood rather than impact. Backups, disaster recovery support or customer templates help recovery after failure."}]},{"id":"6046532e-c0ec-4a0d-be62-b2d9bdc1c0e8","cardType":"cloze","points":null,"front":"Business continuity plans how the business will keep operating, or [ ], after serious disruption.","back":"Business continuity plans how the business will keep operating, or restart quickly, after serious disruption.","mcqOptions":[{"text":"restart quickly","correct":true,"explanation":"Business continuity prepares the organisation either to continue essential activities during a serious disruption or to resume them quickly afterwards."},{"text":"prevent disruption","correct":false,"explanation":"Continuity planning cannot guarantee that disruption will be prevented; it prepares the response once disruption occurs. The intended completion is “restart quickly” after serious disruption."},{"text":"eliminate uncertainty","correct":false,"explanation":"A continuity plan manages disruption rather than removing uncertainty about future events. It sets out how the business will keep operating or restart quickly."},{"text":"close permanently","correct":false,"explanation":"Permanent closure is the opposite of business continuity, which aims to preserve operations and recovery. The business should keep operating or restart quickly after disruption."}]},{"id":"2adf7a6b-2947-4541-bc57-029863d2625b","cardType":"basic","points":2,"front":"How does a business continuity plan reduce panic after disruption?","back":"Employees know what to do.","mcqOptions":[{"text":"Employees know what to do.","correct":true,"explanation":"A continuity plan assigns actions and responsibilities in advance, so employees can respond immediately and confidently rather than becoming confused or panicking during disruption."},{"text":"All disruption is prevented.","correct":false,"explanation":"A continuity plan cannot prevent every disruptive event; it prepares the organisation’s response. Panic is reduced because employees know what to do when disruption occurs."},{"text":"Customers make the decisions.","correct":false,"explanation":"Customers do not normally direct the internal response to disruption. A continuity plan reduces panic by ensuring employees understand their responsibilities and required actions."},{"text":"Decisions are delayed until later.","correct":false,"explanation":"Delaying decisions can increase uncertainty and panic during a crisis. A continuity plan provides predetermined actions, so employees know what to do immediately."}]},{"id":"cdf77a2b-d8fb-4141-ac36-8268011e0df9","cardType":"cloze","points":null,"front":"Succession planning prepares people to take over roles if [ ] leave or become unavailable.","back":"Succession planning prepares people to take over roles if key staff leave or become unavailable.","mcqOptions":[{"text":"key staff","correct":true,"explanation":"Succession planning identifies and develops people who can replace employees in important roles, protecting the organisation if key staff leave or become unavailable."},{"text":"all customers","correct":false,"explanation":"Customers do not occupy internal roles that require successors. Succession planning prepares replacements for key staff whose departure or absence could disrupt the organisation."},{"text":"external suppliers","correct":false,"explanation":"Replacing unavailable suppliers is part of supply-chain contingency planning, not staff succession. Succession planning prepares people to take over roles when key staff are unavailable."},{"text":"new recruits","correct":false,"explanation":"Succession planning is not primarily triggered by new recruits leaving, as they may not yet hold critical roles. It focuses on replacing key staff."}]},{"id":"15511092-6c29-4e15-ae48-12cafe7b66be","cardType":"basic","points":2,"front":"Why document key processes for succession planning?","back":"Knowledge stays within the business.","mcqOptions":[{"text":"Knowledge stays within the business.","correct":true,"explanation":"Documenting procedures captures knowledge that might otherwise leave with an employee, allowing successors to understand essential tasks and maintain effective operations."},{"text":"Recruitment becomes unnecessary.","correct":false,"explanation":"Written processes help successors learn a role but do not remove the need to recruit employees. Their main benefit is keeping important knowledge within the business."},{"text":"Employees cannot leave their roles.","correct":false,"explanation":"Documentation cannot prevent employees from resigning or becoming unavailable. It limits the resulting disruption by ensuring their process knowledge stays within the business."},{"text":"All decisions become fully automated.","correct":false,"explanation":"Recording processes does not automate judgement or decision-making. It preserves knowledge so another employee can understand duties and take over the role effectively."}]},{"id":"5c4be492-defb-4aed-b6cb-94e512318391","cardType":"basic","points":1,"front":"What outcome does scenario planning make managers think beyond?","back":"The most likely outcome.","mcqOptions":[{"text":"The most likely outcome.","correct":true,"explanation":"Scenario planning considers several plausible futures rather than relying only on the expected result, helping managers prepare for less likely but potentially significant outcomes."},{"text":"The previous year’s outcome.","correct":false,"explanation":"Past performance may inform forecasts, but scenario planning is not specifically designed to move beyond last year’s result. It makes managers think beyond the most likely outcome."},{"text":"The outcome preferred by employees.","correct":false,"explanation":"Employee preferences are not the central reference point in scenario planning. Managers develop alternative scenarios so they think beyond the most likely outcome."},{"text":"The outcome already guaranteed.","correct":false,"explanation":"Business outcomes are rarely guaranteed, and scenario planning addresses uncertainty rather than certainty. Its purpose is to make managers think beyond the most likely outcome."}]},{"id":"c610a04b-7c31-4622-a3be-b13fbff5d34b","cardType":"basic","points":2,"front":"How can poor information or judgement limit scenario planning?","back":"Managers may underestimate a risk, weakening the plan.","mcqOptions":[{"text":"Managers may underestimate a risk, weakening the plan.","correct":true,"explanation":"Inaccurate information or flawed judgement can make a threat appear less likely or serious than it is, leaving the resulting scenario plan insufficiently prepared."},{"text":"Managers may identify every risk, strengthening the plan.","correct":false,"explanation":"Poor information makes comprehensive risk identification less likely, not more likely. It may cause managers to underestimate a risk, which weakens the scenario plan."},{"text":"Managers may remove all uncertainty, completing the plan.","correct":false,"explanation":"Scenario planning cannot eliminate uncertainty, especially when information or judgement is poor. Managers may instead underestimate a risk and produce a weaker plan."},{"text":"Managers may guarantee accurate forecasts, improving the plan.","correct":false,"explanation":"Forecasts cannot be guaranteed, and weak evidence or judgement reduces their reliability. Managers may underestimate a risk, leaving the business inadequately prepared."}]},{"id":"0369ba1a-bde3-45a1-be74-9fbb3c32a820","cardType":"basic","points":2,"front":"Why can planning too many scenarios be a problem?","back":"It becomes expensive and confusing.","mcqOptions":[{"text":"It becomes expensive and confusing.","correct":true,"explanation":"Each additional scenario requires time, research and analysis, while numerous possible outcomes can overwhelm managers and make it harder to identify clear priorities."},{"text":"It makes forecasts completely accurate.","correct":false,"explanation":"Scenario planning explores possible futures but cannot guarantee accurate forecasts. Planning too many scenarios instead becomes expensive and confusing because each possibility requires resources and complicates decisions."},{"text":"It guarantees faster decision-making.","correct":false,"explanation":"Considering more scenarios can slow decisions rather than accelerate them. Planning too many becomes expensive and confusing as managers must analyse and compare an excessive number of possibilities."},{"text":"It removes all business uncertainty.","correct":false,"explanation":"Scenario planning helps businesses prepare for uncertainty but cannot eliminate it. Planning too many scenarios becomes expensive and confusing because resources are spread across numerous possible outcomes."}]}]}],"examCountdown":{"examDate":"2027-05-13","paperLabel":"Paper 1"},"heading":"Scenario planning","title":"Scenario planning Flashcards","topbar":{"backHref":"/a-level/business/edexcel/flashcards"},"topicSidebar":"$L38"}]}],"topicId":"b1036df0-3d67-51e7-8d65-179ec243b75a","walled":"$L39"}],"$L3a","$L3b"]