Confronting a Crisis: A Week of Simulation Training Through Our Teams’ Daily Diaries
During our #CrisisManagementSimulationLAB courses at #AdandPRLAB of Panteion University, which were conducted at the OTE Academy, we had a taste of what a real-world crisis involves and what a crisis team needs to do under really pressuring situations to minimize any damage and eventually prevail. After an entire semester full of case studies and meaningful lessons, our Crisis Management Simulation Lab concluded with a well-organized, five-day long crisis simulation training.
A lot of gratitude is owed to Ad and PR Lab and, of course, our instructors Betty Tsakarestou and Mania Xenou for guiding us through this unique and exciting journey.
A Semester in Review
In our sessions during the semester, we analyzed many scenarios, including that of politically-inspired sabotage, an ordinary human mistake, and a virus-related worldwide incident. We insisted on the importance of having extensive contingency plans, so as to be proactive; not reactive. We also analyzed many case studies, talked about how each company dealt with different crises, from threats that in the beginning might have been perceived as unimportant, to poisoning and even abductions.
Some notable examples include the Syrian Civil War and its influences on people and companies all over the world, the Facebook security scandal and even the very recent anti-smoking laws in Greece.
So, after studying various crisis case studies, we definitely understood that one of the most important things a company has to do to overcome a potential crisis is an effective communication plan. The way each organization communicates and handles a crisis is crucial both for its viability and for maintaining its reputation.
Other than case studies, we were taught a lot of theory as well. What is the Issues Matrix? Who makes up a crisis team in a company? How does one recognize partners and enemies in a time of crisis? Knowledge like this, along with key skills of analyzing threats, prioritizing them and addressing their solutions within and outside of the company, came in really helpful for our final test; the simulation.
Crisis Scenario
It all started when we were divided into teams and asked to act as if we were in a crisis for a week. Each team represented a different “player” in the crisis and obviously had a different perspective on it.
For the following five days we had to analyze a hypothetical case/scenario from the perspective of the company being involved, the Greek Ministry of Foreign Affairs and the media. Despite the scenario being hypothetical, it was an actual crisis simulation, aligned with the current geopolitical environment and based on factual people and political dynamics.
At the same hour [14:00] Tuesday, Wednesday and Friday, we received valuable information on how the case progressed. Information we had to evaluate and act on.
The case went as follows:
Before his attendance at The Berlin Conference, the leader of the Libyan National Army arrived in Athens in secret, meeting with Mr.Dendias (Greece’s’ minister of foreign affairs).
The hotel chosen for Mr. Haftar’s consultants was Ibikon Hotel (hypothetical hotel). Part of the international hotel chain IBIKON GROUP, the second-largest hotel chain in the world. Recognized with the most reliable and reputable suppliers, quality certificates and safety practices. The hotel has its own restaurant, with a team exclusively catering to the Libyan team.
However, a day after their arrival, Mr. Mohamed Tafir, one of Haftar’s consultants, was ill with nausea, stomach ache, and fever. Starting tests to determine the nature of the sickness, the real work began for each group representative.
Both the hotel and ministry of foreign affairs had to keep the existing crisis in control. Meanwhile, the media aimed to create an intriguing story and spark controversy. These opposite forces are what creates the whole scenario. How will the crisis be controlled and even if it is under control, how will IΒΙΚΟΝ Hotel and the ministry escape the power of the media?
Ok, it’s a crisis. Now let’s manage it.
Below are the diaries our teams kept for each day of the on-going crisis. They are written from the perspective of each of the teams that participated in the simulation.
DAY 1
The hotel’s perspective
We received a phone call from our hotel security officer, who is assigned exclusively to the guest wing. He informed us that a member of the Libyan militia, Mr. Mohamed Tafir, had been sick since the previous night. The hotel doctor who examined him believes it to be food poisoning. Tests are carried out to determine the nature of the disease, but the results are not going to come out soon. Our hotel security officer asked us to go straight into the investigation, to determine if there is a case of food poisoning from the hotel restaurant because Mr. Mohamed Tafir, as well as all the others, never came out of the hotel.
Οur leader’s first move was to bring together all the members of the crisis management team. Given the circumstances, we assumed it was a 3rd scale crisis because at that time we did not have any definite evidence as to if that sickness was caused by our hotel’s restaurant. By all means, we knew that our hotel and restaurant were very careful and our high quality and products were undebatable. Even if the crisis seemed small at the beginning, and the incident hadn’t become public at that time, we decided to act very carefully due to the fact that a crisis can escalate much more quickly than anyone can imagine.
Our next move was to prepare some scenarios as to what might have caused the alleged food poisoning and then we decided to make a list of the quality controls that needed to be done, in order to be sure that the incident was not caused by our hotel’s restaurant. Besides the quality checks, we came in touch with our staff and the food suppliers as well, so to be informed about the ingredients that were used in each meal that the special team has had. At the same time, we informed our spokespersons about everything they needed to know, so to be prepared for the statements that had to be made in case the incident became public. Our hotel’s management checked all the security footage, in order to ensure that the incident was not caused by a threat or sabotage and was constantly in touch with the doctor for any further news on Mr. Mohammed Tafir’s health. Mr. Mohammed Tafir was paid a visit by the hotel’s manager, as an indication of interest on behalf of the hotel, restaurant, and all our staff.
Then we informed the “Ministry of Foreign Affairs” about the situation and the media as well, so to avoid any kind of misunderstandings and false accusations. Later on that day, the Ministry came in touch with us, because they wanted to ensure the quality of our products and eliminate the possibility of our Hotel’s negligence. Our spokesperson guaranteed that our restaurant has ISO, HACCP quality certificates and has been awarded by international organizations for its quality and services.
When the media came in touch with our spokesperson, we knew that the incident had come out. We pointed out that it was a simple incident, nothing to worry about, and that we had everything under control and our doctor was at Mr. Tafir’s disposal all the time. Before we hung up the call, we thanked them for their interest and we emphasized our availability for any further questions.
Later an unknown number called. The journalist on the line said that he had spoken with the Foreign Ministry and that he was told that they were afraid of a diplomatic episode.
The Μinistry of Foreign Affairs’ perspective
Upon being informed of the unexpected event, we gathered the Ministry’s’ crisis management team. With the extent this issue could obtain, we named (3) secretaries (2) spokespeople, (2) coordinators and (2) decision-makers.
All of us started analyzing the data. On the crisis spectrum, this was a Special Situation. We called the Ibikon hotel and requested all the details and certifications. With these in hand, we revised any given information about the hotel. It was surely a good choice. Then, we created an issues matrix. All the possible events and what actions should be taken in each scenario.
Having the Issues Matrix ready for the team to use, we had to face the media. When addressed by them, we acknowledged the existence of an incident by not giving any further information. We stated; There has been a health incident in Ibikon Hotel. It is an isolated case and further medical examinations are being conducted to determine the cause of its occurrence. Until the official medical results, the Ministry will not make any formal statement.
The identity of Mr. Tafir was disclosed and while communicating with the Ibikon Hotel, we agreed to not reveal any valuable information.
The Media’s perspective
As media, when we learned about the incident at IBIKON HOTEL we organized an online meeting so that we could build up our strategic plan as soon as possible so that the Hotel’s Staff and Ministry of Foreign Affairs would not have the time to efficiently deal with the incident. That would lead them to react spontaneously and lose control of the crisis, giving media the opportunity to make assumptions about the crisis and drive more ratings.
For the reason above, we decided that all “Journalists” would be in charge of contacting the Hotel and Ministry to ask them questions and put as much pressure as possible. The next step was to call the Ministry and ask for information. The spokesperson confirmed the incident but did not want to give our partner more details which made us cautious about their intention for collaboration with us. Even if they avoided to give us more information, their spokesperson informed us that they were conducting a raw materials test. At that point, that was enough to spark a conversation among the Media team about a potential poisoning or even a terror attack.
After that, we had to call the Hotel as well to confirm our information. The Hotel’s spokesperson informed us too, that the rumors of nausea were true and that Khalifa Haftar’s partners were held in a special secluded wing and doctors were supervising their health condition. Moreover, they stated that the situation was under control as well as that they were waiting for the health examination results. Our call then ended, since the Hotel’s spokesperson didn’t want to discuss more on the matter.
DAY 2
The hotel’s perspective
By entering the second day of the crisis, after reviewing the situation we realized that the crisis now is at level 2 of the crisis scale. The crisis team leader called the team in a meeting early in the day in order to be fully aligned with our statements.
Greek media (Athens News) called IBIKON’s HOTEL spokesperson and asked him further to provide further info regarding the second incident. The spokesperson reassured the media that everything was under control and doctor’s supervision. Since we did not have the official medical results we couldn’t make any official statement or disclose any update, but we ended up the call by making it clear that we’ll be in touch with the media as soon as we have the results.
Right after our call with the media, we reached out to the Communications Manager of the Ministry of Foreign Affairs, in order for both sides to be fully updated. The Ministry mentioned that IBIKON & Ministry have joined forces and work closely on this crisis. Finally, they mentioned that they were still waiting for medical results.
The Hotel’s manager decided that it was time to share the news with the whole staff of the Hotel. IBIKON employees’ got updated regarding the medical treatment that the patient is receiving, and were asked to be very careful with what they communicate since we cannot say anything without having the official medical statement. In general, they were encouraged by the Hotel’s management to not worry about the situation.
The Μinistry of Foreign Affairs’ perspective
While waiting for the first doctor evaluation, the Ministry got informed of another Lybian consultant experiencing similar symptoms. That was when we re-evaluated the crisis. It was getting serious and we had to persist for results. We were in the incident phase.
We kept our communication and cooperation with the Ibikon hotel to a maximum. Agreed to keep the matter under secrecy and not feed the medias’ curiosity. After establishing a plan with the hotel, we contacted the Lybian embassy representatives. We reassured them that everything was under control. However, media representatives were full of accusations. Exploiting the situation to create chaos. To further address the issues to the public, we released a press statement.
The incident that occurred at IBIKON Hotel is so far an isolated case. The ministry, nor has issued a formal statement before this, neither has confirmed that the incident was poisoning.
The situation is under control and we are awaiting medical results. We are in constant contact with both the Libyan Embassy and Ibikon hotel. At the same time, an investigation is being carried out and every necessary step is taken to resolve this. There is no reason to worry. In such a case, manipulating the facts is highly inappropriate so we ask for your patience and understanding.
The Media’s perspective
On the second day of the crisis our team had gathered all the information available up to that time and started writing down the first articles to inform the public about the incident. The first article (text in Greek) was published at 12:00 on our Facebook page and on our News’site as well. The article was written in such a way that it would bring the matter in the spotlight thus, sparking a public conversation.
By 15:00, a second article was published too, including the Hotel’s press release and extended commentary.
Afterward, all the Media team gathered up to exchange the information available till then and make a plan about its next moves. It was then time to contact again both the Hotel’s Management and the Ministry’s representatives and ask for further information. Ministry’s representatives did not pick up the phone while Hotel IBIKON’s representatives seemed to avoid the conversations as well, stating that they had important appointments to attend.
Another article was then published again, demonstrating the contradictions among the two sides’ (the Hotel and the Ministry) statements during our communication. The most important thing was that we were informed about the second case of nausea among Haftar’s partners. As Media, we decided not to let the Hotel and Ministry know that we already were informed about the second case so that we could test their reliability and trustworthiness. Our communicational trick proved very useful as long as not only did the Ministry refuse the rumors, but we then had the chance to blame their lack of professionalism publicly.
DAY 3
The hotel’s perspective
Starting the third day of the Crisis, and since we did not receive any updates regarding the guests’ health condition, we decided we had to meet to make a plan for our strategy. We ended up on the fact that since we do not have any news, we should focus on our previous statements. Firstly, we did not have the health exams’ results, hence we cannot make any statements regarding the person’s condition. Secondly, even if we had the results, it would be illegal to disclose any medical data without the person’s consent. And thirdly, we decided we should emphasize on professionalism, the remarkable features of our hotel and the high-quality care we have granted to our guests. We also helped the spokespersons with practicing their tone and their answers in case of pressure. As for our communications, we had a phone call with both the media and the ministry that day. The media asked information about the second incident, which we did not confirm nor deny, but we remained persistent on our statement about not having the medical results, and about the privacy issue. Following this phone call with the media, we contacted the ministry in order to let them know about this phonecall and about our attitude towards it.
The Μinistry of Foreign Affairs’ perspective
The third day of this crisis was a stressful day for both the media and the hotel. With the medical examination results taking longer than expected, we had to face the media with no updates. We stressed how important the medical results were to the hotel and they stated that some examination results take more than a day to be finalized. It is true, in a scenario as such, all the medical examinations have to be done. Even those that take more time.
The Media’s perspective
Our main interest was then to gather as much information as possible as both sides seemed unwilling to efficiently talk on the incident, so we decided to not publish other articles at least till the next day.
DAY 4
The hotel’s perspective
Heading to the fourth day of the crisis, we got informed by the Head of the Quality Insurance that in all foods no pathogen was found. At the same time, all staff was monitored and no one had suffered from any stomach problems or other illnesses. Also, the security system was checked, and everything was fine. Nevertheless, we noticed a huge decrease in the booking rates and restaurant visitors. This happened mainly because of the rumors regarding the low food quality.
Following the latest updates regarding the crisis, the leader scheduled a meeting in order to build our strategy and decide on our new messaging.
- We should leverage the medical results.
- Underline the quality of our services and the international honors IBIKON HOTEL has received
- The situation should be handled smoothly & transparently. We tell the truth — we have nothing to worry about.
- The press release should have the following wording:
- Company’s high reputation among stakeholders
- We deeply care about our guests’ personal data.
- We show respect to the established international relations.
- We will not refer to the medical results
Contacts with Media:
Athens News called. The spokesperson let them know that from the Hotel’s side, a fully illustrative press release will be sent within the day.
Contacts with the Ministry of Foreign Affairs:
The Ministry of Foreign Affairs shared with us via email their strategy on how they will face the media. We also informed them about our approach.
The Μinistry of Foreign Affairs’ perspective
Our last update came on Friday. Before this time, we really tried to control the media. Prevent them from spreading rumors and unjustified chaos. We were in touch with the hotel, following the same (no media leaks) plan and stating how important the medical results were. In such a case, every minute is valuable.
Finally, the medical results came in. Everything was clear and the two people involved were much better. That’s when we realized a public announcement addressing the people. Of course, it was also a statement for the media to end false accusations.
Friday at 2.30 p.m. official information regarding the incident at the IBIKON hotel has been released. As the Ministry of Foreign Affairs, we inform the Greek people that from the instant the incident occurred, we have taken all necessary measures and activated all state mechanisms to control it. We were at all times in constant communication with the Embassy of Libya and the Libyan consultants. The results of the medical examinations (including thorough checks by government agencies) on both the hotel and its staff showed that there was no pathogen or other existing problem. There is no reason to lose sense. Medical & investigation results prove that there was no attempted terrorist act or poisoning.
As we have already stated, manipulating facts is highly inappropriate. We call for an end to scenarios of supposed political controversy.
Finally, we invite experienced and acclaimed journalists to send questions for a press conference at 21:45 p.m.
The Media’s perspective
On Friday 24/01/2020 and as time passed, we, as a media team gathered and decided to write an article that we published at 12:00. Its sole purpose was to pressure the Ministry of Foreign Affairs after the lack of information related to one member of the unit following general Haftar from Libya feeling “sick” (as we were informed by both the Ministry and the Hotel ). We hoped it would create a scandal by focusing on key sentences that could shift the narrative of the story and make it worth the while of the reader.
After we received new details on the incident, we published a new article at 17:00. In it, we focused on the lack of information collected from both the ministry and the hotel and turned the spotlight on issues such as the denial of any other incident of discomfort between the members of the unit and the concealment of the official medical results. At the same time, we created a physical form for the articles we had gathered until now in the form of a newspaper. We created juicy headlines that focused on trying to create a scandal around the story of both the ministry and the hotel refusing to publish all the details on such an important political and social issue.
Communications:
We tried to contact the Ministry pushing the agenda by asking burning questions about the incident and the Ministry’s position on the matter and we got no answer.
After that, we called HOTEL IBIKON and they avoided to give us any answers about the matter. They stated that an official letter about the matter is going to be published on their official site and ended the call “due to aggressive media strategies”. The official letter got published right after that.
We had a second telephone call with IBIKON and they insisted on withholding information about the medical results due to privacy policy and repeatedly denied any responsibility about the incident of “sickness” as well as the existence of any other/second incident.
Our next communication was towards the Ministry of Foreign Affairs. After asking the same questions we faced the ministry’s denial of any second incident of “sickness”, denial of any scenario of poisoning and the possibility of the incident just being a case of “jet lag”.
This was our last phone call with the Ministry due to its denial of any further communication on this matter.
DAY OF THE TV PANEL
Every crisis comes to an end and this scenario ended with a live TV panel. Representatives from the hotel, ministry & media came together live to discuss and fully examine the situation.
The hotel’s perspective
Finally, during the last day of the Crisis Simulation, on the 25th of January 2020, we were given new data about our guests’ health conditions and their recovery as well as about our certain discharge from any responsibility. Then, we met with some of the representatives of the Ministry of Foreign Affairs since a TV panel was about to begin, we discussed in order to follow a common path. So, after we experienced the conduction of a TV panel simulation and we generally managed to clarify the case.
The Μinistry of Foreign Affairs’ perspective
Before the TV panel started, we conducted a mini-meeting to review the main points we wanted to convey. Of course, we came in touch with Ibikon hotel representatives to agree on the same thesis. Our ministry kept a clear thesis of stating unchangeable- unquestionable facts. Medical results speak the truth and the two countries’ affairs are intact.
The Media’s perspective
On Saturday 25/01/2020 we published our final article and our main focus was the dead-end this situation faced due to the lack of communication on both ends. Our best tool was creating speculations on the matter by focusing on strong headlines that created scandalous conclusions for the reader and that challenged the Ministry’s and the Hotel’s integrity towards the people. With the help of images and good structure, we created our physical newspaper with headlines about the scandalous change of well being of a member of the unit following general Haftar from Libya.
After that, we gathered to prepare for our live panel on TV. At that moment we got out the last update on the matter. We organized all of our questions splitting into three teams of representatives: One for the Greek Media and Athens News, one for the official Satellite BBC and one for the Turkish Media. Nikos Serafetinidis was Head of Panel. We agreed on pressuring both the Ministry and the Hotel on their lack of cooperation with the media and their questionable answers in relation to the whole incident, the lack of representatives of communication towards the Libyan and Turkish folks and the lack of communication between them both (Ministry and Hotel). We also focused on the possibility of the incident being a terrorist attack organized by Turkey to boycott the arrival of the Libyan unit and general Haftar at the assembly in Berlin. We decided to stick to the narrative for a possible coronavirus as a good question to be asked by the BBC representative as it is the number one concern of northern European Media right now due to its unexpected spread from China.
Finally, for the Turkish representative, we decided on sticking with why the Ministry decided to keep all this information from the Turkish people.
As the Panel was on the air we were politely relentless and merciless with our questions and focused on creating grey areas and dead ends for both the representatives of the Ministry as well as the Head of communication of IBIKON HOTEL. Our questions aimed to put them in a place of discomfort on air, which was sometimes successful and other times not so much. Both the Ministry and the Hotel stood their ground very well against the hardest questions we could come up with, even if there were a few slip-ups.
A condensed version of this article can be found here in bullet points in English, along with the original content we created in Greek.
Closing Remarks
The Crisis Simulation and the Lab itself may have ended, but the lessons we took away from it certainly still last. What follows are some key takeaways we gathered from all the members of all the teams.
To successfully deal with an existing crisis, one has to manage many different fields.
Communication with any part involved is as important, as communication within the team.
Every possible scenario should be examined and no detail left aside.
To really solve a case; you have to face it. Respond to any warning and use every new information.
But most importantly of all:
Post-crisis; don’t forget to note any lessons learned. This is how new crises are averted.
Complete list of our Group (B) members:
Hotel:
Ministry:
Media:
Raed Raees (Christina Gourgoura)
Thanks for reading!
