Echoes of a Crisis: A Simulation in Resilience

In the complex and dynamic world of international diplomacy, unexpected crises can emerge at any moment, demanding swift and decisive action. As university students at Panteion University and more specifically attending the Crisis Management course of AD&PR LAB, a module created and carried out by Betty Tsakarestou and Mania Xenou, we had the unique opportunity to participate in a simulated crisis that tested our ability to navigate such high-stakes situations.

The Crisis

This simulation centered on a critical diplomatic event at the esteemed Astra Hotel, owned by the ABC-GROUP, which quickly transformed from a venue of peace negotiations to the epicenter of a potential health crisis. This article recounts the simulation, detailing the unfolding events, our immediate responses, and the lessons we learned.

The simulation was meticulously designed to replicate the multifaceted nature of crisis management. Our class was divided into three distinct groups, each representing a critical stakeholder in the unfolding crisis. One team took on the role of ABC — Group (Astra Hotel), the company affected by the crisis, and was tasked with managing the situation on the ground and safeguarding the hotel’s reputation. The second team acted as the Ministry of Foreign Affairs, overseeing diplomatic responses and coordinating with international stakeholders. Another team represented the media, responsible for reporting on the incident and shaping public perception. This tripartite structure ensured a comprehensive simulation, providing us with a holistic understanding of the dynamics involved in managing a high-stakes crisis.

• Τhe perspective of ABC — GROUP (StadUP x Momentum)

Our team was assigned to represent the company ABC-GROUP (Astra Hotel). So, the challenge was clear: to manage the crisis internally and protect the hotel’s reputation. Τhe crisis unfolded on June 11th, a day after the arrival of the delegations from the United States and the European Union since our hotel had been chosen by the Ministry of Foreign Affairs to host a series of crucial preliminary talks aimed at brokering a cease-fire agreement in Gaza. But how did it all start? News of the US members’ illness began to circulate, which sparked rumors of possible food poisoning and a surge of media demands for answers.

From day one, our first concern was the examination of both the single incident and the whole situation. As the company’s crisis management team, we recognized the seriousness of the situation and took immediate action by implementing essential measures, carrying out investigations within our premises and gathering the required data to identify and address the root of the problem, while maintaining our composure. Ιt is worth noting that immediately after the news of the first member being unwell, we called an emergency meeting and issued to the Ministry a lengthy brochure on the strict hygiene rules we adhere to and the quality of our hospitality conditions.

Even after the escalation of the crisis, we maintained the communication protocol that we had agreed on from the beginning, namely the constant contact and briefing of the Ministry of Foreign Affairs and the limited, but always targeted, contact with the media in order to avoid untrue rumors. Each day, as new developments emerged, we received numerous calls from reporters seeking updates on our actions and stance regarding the unfolding situation. These inquiries required us to be constantly prepared, with well-crafted responses that demonstrated our commitment to transparency and effective crisis management.

The fact is that, although we did not doubt the hygiene of the hotel and the good intentions of our staff, until we saw the outcome of the crisis, we were meeting daily to consider various scenarios as to what could have led to the unwellness of the consuls and the subsequent desolation of our restaurant. We were prepared to respond and take action on every possible scenario. We kept a daily report of what was being promoted and projected in the media, both to be able to respond in a more targeted manner and to assess the stance to take. In general, we understood that our communication with the media was not just about disseminating information, but also about shaping the narrative and influencing public perception. As a group we were concerned about the situation’s impact on our restaurant’s bookings and sales but, in the end, our strategic response was purely focused on the immediate restoration of the truth and our reputation.

During the press conference, reporters posed probing questions regarding the origins of the illness, the hotel’s response protocols, and our collaboration with the authorities. Armed with our prepared Q&A framework, we navigated the inquiries with confidence, articulating our stance with precision and addressing concerns directly.

In the end there was a successful crisis resolution, the innocence of our hotel was proven, the truth was restored without further escalation, but most importantly the health of the USA delegation members was improved, which was our primary concern from the beginning.

• The perspective of Ministry of Foreign Affairs (P.U. Media x Advanced)

As the team representing the Ministry of Foreign Affairs, our main priority was to maintain national security. That is why we made the immediate restoration of the truth and the protection of integrity with diplomacy our main objectives. Following closely the stages of evolution in a crisis, we tried to take all the right steps that will lead to the de-escalation of the situation. On the First Day, we received the initial data and were briefed on the context of our role. Weighing up the information we received, we judged it to be a “Special Situation”.

We communicated with ABC-GROUP to obtain a detailed list of benefits/services received by the arriving US and EU diplomatic missions. Time being crucial, we started collecting data for secure media communication. Media pressure prompted us to make our first communication to avoid criticism, on the Second Day. We assured that all safety and hygiene systems were strictly adhered to. Awaiting new data on the patient’s situation, we, as the Ministry of Foreign Affairs, issued a press release to inform and reassure the media about the careful handling of the investigation. Later, receiving new data that another US contingent member showed symptoms, we classified the situation as an “Incident” and coordinated with the company for urgent clarification and investigation.

The Third Day started with countless calls from the media raising questions about our credibility and the thoroughness of checks before the delegation’s arrival. By the end of the day we received a detailed audit report from ABC-GROUP confirming that all hygiene protocols were precisely followed. Emphasizing strict confidentiality, we responded to media inquiries, reiterating that new information would be shared officially. Miscommunication with Nikos Evangelatos’ team led to false facts being reported.

On the Fourth Day, since we had ruled out any form of carelessness from the company and because rumors suggested a terrorist act, which we knew was inaccurate, we felt it was right and necessary to issue a press release informing and alerting both the media and the country to the situation, in order to avoid further misinformation. Before the Final Day, we decided against unofficial telephone statements, so we sent an email explaining the protocol and our stance to the media and ABC Group to calm reactions and pressures. Eventually, our neutral stance was validated as final information confirmed our initial communications and eliminated the possibility of a terrorist attack. Despite continued pressure, our steadfast communication and collaboration with the company were effective, ensuring consistent information.

• The Perspective of the Media (TrendIT x AdLab)

During the crisis simulation, our team, representing the media, undertook a comprehensive approach to cover the high-stakes discussions between Europe and America held in Greece, organized by the Ministry of Foreign Affairs at the Astra Hotel. Our process involved multiple steps, from gathering information and liaising with relevant stakeholders to publishing updates for the public.Given our role as the media, we had to act swiftly, accurately, and assertively towards both the Ministry of Foreign Affairs and the company involved.

On June 11, the first day, we selected various media outlets, including newspapers, TV stations, and electronic media, categorized into Tier-1 and Tier-2. To reflect the reality of media coverage, we included sensationalist “yellow press” outlets among the Tier-2 choices.

Communication efforts began immediately and continued throughout the simulation. We made phone calls and sent emails with pointed questions to extract crucial information. Despite challenges, we persisted, maintaining pressure on both the Ministry of Foreign Affairs and the company involved. The Ministry sent two press releases and a letter, while the company issued one press release throughout the process. Communication with the company was more direct and manageable.

Daily updates were published in various portals and newspapers, and we relayed scripts from TV broadcasts. Some approaches were neutral, while others contained conspiracies and intense commentary aimed at provoking reactions.

On June 16, we organized a panel discussion moderated by our media, featuring the host, journalists, representatives from the Ministry and the company, and foreign correspondents. We maintained pressure, focusing on “gaps in the story”, terrorism scenarios, and the country’s credibility issues during war negotiations. The discussion proceeded smoothly.

This structured approach ensured comprehensive coverage, highlighting the media’s role in handling high-pressure situations and navigating complex international interactions.

Key Learnings and Insights

Overall, the crisis management simulation has been an enlightening journey, rich with challenges, learnings, and memorable experiences. During this journey, every step has been a masterclass in crisis navigation providing us with invaluable insights that extend far beyond theoretical knowledge. As university students, we gained a deeper understanding of crisis management both within an organization and in its collaboration with others.

Through realistic scenarios, we had the opportunity to deal with an emergency situation and develop strategies to resolve it. These exercises enabled us to see in practice rapid decision-making, effective communication and cooperation between team members. In addition, we learned how to assess risks and prepare preventive measures to minimize the impact of a crisis. We, also, understood that constant monitoring of current events is critical for crisis prevention and effective crisis management. Clarity, consistency and constitution are key factors in getting through such situations.

ABC-GROUP:

StadUp: Evelyn Kalyva, Leonidas Archontakis, Theodora Kostadima, Paraskevi Aloimenou, Marialena Paschali

Momentum: Ilias Anagnostopoulos, Myrto Gorou, Vasiliki Grammatika, Myrto Korizi, Kyriaki Koutrouki, Katerina Niagasa

Ministry of Foreign Affairs:

P.U. Media: Polyxeni Georgiza, Maria Gkolfi, Stephanie Karagianni, Ioannis Xenos, Athanasios Souliotis, Merope Faita

Advanced: Palmyra Giannakidi, Dionysia Lampropoulou, Giorgos Patikopoulos, Grigoris Sarakis

Media:

TrendIT: Maria Agiovlasiti, Christina Giannopoulou, Rodica Moroi, Charis Skarlatos, Zoe Karvela

AdLab: Athina Sgourda, Maria Zeriti, Maria-Elpida Georgala, Markos Konstantopoulos, Katerina Xatzianastasiou