This paper presents some results of research carried out in 2011. The research was focused on the relationship of small organizations to crisis prevention. The purpose is to find out the attitude of small organizations to crises from strategic point of view in order to ensure not only their survival but also their competiveness. The goal is to identify what strategies, if any, small organizations use for crises prevention. The factor analysis identified two crisis prevention strategies. One strategy is focused on creating and updating a crisis plan and crisis team. The other is based on appropriate behaviour to employees and surroundings so that the organization builds up their loyalty. Preparation for crises is mostly complicated by the financing gap which could be expected in small organizations and managers also declared they were too busy to deal with crisis prevention. Based on the statistically processed data obtained from empirical research the author came to the conclusion that, although many small organizations know their weaknesses and external threats and try to take precautionary measures, the preparation for a potential crisis has still not become a normal part of managerial work and it is not appreciated as a feature of competitiveness. Statistical tools of correlation analysis and factor analysis were used in the research.