Crisis Simulation-ADandPRLAB
Crisis Management (hypothetical scenario)
A1- Hotel report (teams Seventeens & soBeasy)
During the Crisis Management Simulation Lab sessions at AD and PR LAB of Panteion University, students gained valuable insights into real-world crises and the critical role of crisis teams under high-pressure circumstances. The simulation involved a four-day crisis case involving delegations of Israel that had recently arrived in Greece. The hotel’s perspective was to approach the situation calmly and follow a structured crisis management process. We gathered compelling arguments and formulated responses to media inquiries grounded in those arguments. On the first day, we assessed the situation and recognized its uniqueness due to the unconventional circumstances surrounding the illness of the Israeli representative. We realized that the event could quickly escalate into an incident due to the political figures and the ongoing communications. To avoid causing panic, we responded diplomatically to the media and initially withheld information about the food poisoning to avoid revealing more than what was already known. On the second day, another case emerged, creating an incident of high importance. Despite conducting thorough checks that revealed no irregularities, we confidently addressed the journalists’ questions and shared their arguments with the Ministry of Foreign Affairs, seeking their cooperation. By convincing them of our innocence, we secured their collaboration. On the third day, as rumors spread about a terrorist act and our bookings declined, we recognized that we were now facing a full-blown crisis. We consolidated our strong arguments from the beginning of the situation and vigorously refused the possibility of food poisoning and a terrorist act. This crisis management simulation experience proved particularly special as it revealed the reality of organizational crisis management. It deepened our understanding of the delicacy required in navigating such situations and shed light on how easily false rumors about an organization can spread. Dealing with the media proved to be challenging, but as a company, we successfully refuted any indirect accusations. Through this simulation, we learned the importance of a competent crisis management team within an organization, as well as the significance of direct actions and managing media relations by disclosing small increments of truth over time. Collaboration with other relevant organizations, such as the Ministry of Foreign Affairs, proved paramount to ensure cooperation and mutual support.
A2- (teams AdvertiZing Academy & Meliore Pr)
In the context of the crisis management course with Mrs.Xenou as our professor, we were invited to participate in a “simulation game” in which each team, having been assigned a role, had to manage a crisis. Our topic was the food poisoning of a member of the Israeli delegation that had arrived in Greece after an invitation from the latter. The assignment aimed to understand how to manage a crisis and how influential a role argumentation plays. Group A consisted of three subgroups. The first subgroup was the Kastin Hotel company, the second subgroup was the organization, the Ministry of Defence, and the third subgroup was the media. During the period of the crisis, the hotel and the Ministry had a cooperative relationship and were eventually mutually supportive. On the other hand, the media was aimed at “exposing” something that might happen such as a terrorist act. In the first few days the Ministry, in consultation with the hotel, was kept informed of all developments in the examinations and the health of the members of the delegation. At the same time, the media were trying to get information from the Ministry and the hotel but did not respond specifically until the results were available. After the results had been conducted and the hotel had proved that it was not responsible, the cooperation of the company and the organization followed and the first official answers were given to the media. On the last day of the crisis, members of the Ministry visited the people of the Israeli delegation at the hotel and were assured of their good health and that their relations were not affected. At the same time, the media attempted to contact them but was rejected as the ministry members were still at the point of discussion with the mission and were preparing their arguments. Finally, the press conference followed where the ministry and the hotel cooperated to prove that the food poisoning incident was not their responsibility. However, the media “pressed” both the company and the organization with their questions but through their cooperation, they managed to convince the public that they bore no responsibility for the incident. This whole simulation helped us understand that crisis management needs patience and not hasty moves, cooperation, and good argumentation. Still, this process left us with feelings at the end were satisfaction and relief. This is justified as in the first few days we had to manage a volume of information and data that should not be leaked to the media and on the other hand the media should be able to unravel the case putting the ministry and the hotel in an embarrassing position. Finally, the process of the simulated press conference created a climate of noble mindlessness among us, resultingin laughter and group photos.
Α3- Media report (teams Adventores & ADroits)
On 30 May, as a journalistic team, we received the first data. We were informed that on the occasion of Israel’s rapid development in the field of artificial intelligence, a meeting of representatives of the Ministries of Defence of Greece and Israel will take place and that the Israeli delegation will stay at the internationally renowned KASTIN HOTEL, after consultation with the Ministry of Defence. During their stay, an official fell ill. At this stage, we received statements from the Ministry of Defence, which did not want to further discuss the incident. So with the given data, as a journalistic team, we published an article and prepared some questions about the hotel and the Ministry of Defence, that were not asked until the final stage. On June 1st we were informed that a second person had fallen ill. We then published two articles, one in which we reported all the information we had about the ministry and the second in which we recorded all the information we had about the hotel, having received information from those involved. On June 2nd, after receiving the latest information, we published an article to cause a scandal to put more pressure on the hotel and the ministry. At the last stage, the ministry and the hotel refused to be interviewed and we prepared new questions, that were answered on television.
