Day 1: Understanding Crisis and Leadership Roles

Understanding the Crisis Context

• Parties directly affected by crisis
• Initial operational situation picture
• Crisis nature and impact boundaries
• Most likely escalation sources

Leadership Decisions During Crises

• Review of likely option consequences
• Time available before decision deadline
• Risks of delay versus haste
• Information sufficient for sound decisions

Leadership During Crisis Situations

• Crisis management team authority levels
• Decision cadence under operational pressure
• Leading teams through uncertainty
• Maintaining organizational trust during crisis

Day 2: From Risk to Response Planning

Information Quality for Decisions

• Reliable sources for operating picture
• Confidence levels for critical information
• Information gaps affecting decisions
• Timing critical information updates

Managing Escalation and Decision Points

• Decision points requiring formal approval
• Clear path for urgent escalation
• Indicators requiring higher escalation
• Delegation boundaries across leadership levels

Planning Crisis Scenarios

• Ending clarifies likely response outcome
• Plausible opening condition for scenario
• Developments change level of threat
• Critical decisions embedded within scenario

Day 3: Reviewing Decisions and Improving Response

Reviewing Decisions After Crises

• Decision logic at time taken
• Information available at decision time
• Actual results produced by decision
• Lessons improving future decision quality

Post-Crisis Decision Review

• Decisions and why they worked
• Procedures requiring redesign before use
• Knowledge transferable to other teams
• Gaps revealed during actual event

Decision Quality Development Plan

• Approving resources and implementation timeline
• Updating plan based on progress
• Target outcome for each improvement
• Short-term and long-term improvement actions

• Exercise separating facts from assumptions and maintaining a decision log
• Alternative comparison across speed risk and feasibility
• Executive briefing simulation requiring a defensible recommendation
• Retrospective decision review using information available at the time