Confronting a Crisis: A four-day Crisis Management Simulation
During the Crisis Management Simulation Lab sessions at AD and PR LAB of Panteion University, we had a taste of what a real-world crisis involves and what a crisis team needs to do under really pressuring circumstances. After an entire semester full of case studies and insightful theories, our Crisis Management Simulation Lab concluded with a well-organized, four-day long crisis case.
The Crisis Case
Two delegations from Ukraine and the European Union came to Greece for discussions with the Greek Ministry of Foreign Affairs, which is acting as a mediator ahead of the possible visit of German Chancellor Olaf Scholz, French President Emmanuel Macron and Italian Prime Minister Mario Draghi to Ukraine. The delegations stay at the Conorad Hotel. On the first day of their stay at the hotel, rumors circulated that a member of the Ukrainian delegation suddenly fell ill. On the second day another member of the Ukrainian delegation showed symptoms of stomach upset. On the third day of their stay, became known an attempted terrorist act against the Ukrainian delegation.
This scenario ended with a live TV panel on the fourth day. Representatives from the Hotel, Ministry & Media came together live to discuss and fully examine the situation. Below you can have a look at the experience and the way that each representative handled the crisis based on the theory we have learned during the semester.
The Hotel’s Perspective
As a company, we handled the crisis with absolute calmness. We followed the prescribed steps by evaluating, based on the new data each time, the stages of the crisis. We gathered our strongest arguments and answered the media’s questions based on them. On the first day, we assessed the situation and concluded that it was a unique occasion because a strange and unorthodox situation was “recorded”, namely the illness of the Ukrainian representative. We thought that the special situation can very easily turn into an incident, because it involves an immediate risk to the health and safety of a person. We continued to analyze the level of the crisis. It was an important event as it involved political figures and the war in Ukraine is one of the main news. Our responses to the media were as diplomatic as possible, so as not to cause panic, and we initially withheld the case of food poisoning so as not to give away more information than they know. On the second day, with the appearance of the second case, we assessed that the situation had escalated to an incident. Nevertheless, having made all the necessary checks and not having found any irregularity, we answered the journalists’ questions with confidence. We then sent our arguments to the Ministry of Foreign Affairs, asking for their cooperation. Convincing them of our innocence, they decided to cooperate with us. On the third day, learning that our reservations had decreased and that the case of a terrorist act was circulating in many blogs, we assessed that we were now experiencing a crisis. We gathered all our strong arguments from the beginning of the situation and, based on them, we vigorously answered the questions of the media. We refuted with arguments both the possibility of food poisoning by us and the possibility of a terrorist act.
The crisis management simulation experience was particularly special for us. First of all, we saw what it is really like to manage a crisis within an organization, we understood more deeply how delicate our moves need to be, but also how easy it is to spread rumors about an organization that are untrue. The battle with the media proved to be very difficult; however, as a company we managed to refute any indirect accusation. Through all of this, we were taught that the crisis management team is very important for an organization, as are direct actions, but also dealing with the media by presenting them with small truths each time. Also, cooperation with other organizations involved, in this case the Ministry of Foreign Affairs, is of paramount importance to ensure cooperation and mutual assistance. Finally, through this simulation, we believe that our team responded adequately to the crisis, we represented our organization vigorously in the interview and explained our truth to the public.
The Ministry’s Perspective
As representatives of the Foreign Ministry, we ought to not only stay calm throughout the crisis but also to inspire hope to people that things will get better. Based on those, we tried our best to act like a real Foreign Ministry. Every time that we had new data about the special situation, which later turned out to be an incident, we made sure that the news reached everyone in the team and as soon as possible. We particularly emphasized on the evaluation process by evaluating and re-evaluating the data multiple times. From day one, we handled the situation carefully although the media were quick to assume literally anything just to make a fuzz. The way we managed to handle all this was by ensuring that we had followed all the safety measures beforehand and by keeping close contact with the company of the hotel. We chose to make public statements that give only the necessary information to the public, in order to avoid spreading panic and fear with no absolute reason.
Before this real-time simulation/experience, which we are very thankful for, we have never really imagined how stressful it is to handle a crisis as an everyday practice. We were also taught how tough it is to just keep our composure and not break character. After all, cooperating with so many people trying to follow the same line was not an easy task, but surely it was beyond interesting and a huge lesson for us.
The Media’s Perspective
As representatives of the Mass Media, we had the “bad guy” role, since we had to be alert and pushy to get the news out immediately and, of course, in a catchy way for the public. The above was imperative, given that we are talking about a publicized political crisis, therefore an External Crisis situation, that required an immediate reaction. At the same time, we had to consider the broader socio-political context, given the critical Russian-Ukrainian situation, as the crisis with which we were faced was strongly affecting the health of the Ukrainian delegation.
The first day of the simulation was characterized as a Special Situation as we were informed of an unorthodox malady within the Ukrainian representatives. Therefore, our reaction was immediate, but mild. We approached the Ministry as the newspaper “To VIMA” via email and the company as the private channel “SKAI”, mainly by phone. Our tone was calm, and our questions were expressed in a way that showed no suspicion, but simple concern.
On the second day, when there was another indisposition of a person of the Ukrainian delegation team, we were talking about an Incident, so the way we approached the involved corporations remained the same, but with a hint of suspicion.
On the third day, when the situation escalated and we were talking about a clear crisis, we put pressure on everybody, especially the Ministry, as we were troubled by the fact that they avoided answering our emails directly. We reacted in a similar way towards the company, as a reportage was carried out outside the hotel.
Our common denominator for every day that the simulation took place, was the most possible direct approach towards both the Ministry and the company. We also aimed to publish articles and reportages to inform the public, in a tone following that of the events every time. To sum up, the most important factor we keep from our experience is the value of properly assessing the facts and reassessing them where necessary.
Closing Remark
The Crisis Management Simulation Lab may have ended, but the lessons we took away from it certainly still last. The most important takeaway for us is the following: “To really solve a case; you must face it. Respond to any warning and use every new information.”
Special thanks to Betty Tsakarestou & Mania Xenou
Written by Group C
Foreign Ministry: Χριστίνα Βασιλάκη (Curator), Vasiliki Tomazou, Eleni Perperidou, Ioulia Ntoka, Silvia Ralli, ZENIA BARRY, Marialenatsavala, Ανδριάνα Μανιώτη, EleniE
Hotel: Eirini Antoniadi (Curator), Artemis Logkaki, Emilevassiliou, Theodora Matsaka, Alexia Moschouti, Iwanna Tsane
Media: Maria Patinioti (Curator), Marikelly Laskou, leonidas lepidas, Mirto Theodosopoulou, Elena Alid, Krystal Malisova, Agelos Latsi, Ιωάννα Ταμβάκη
