{"id":46,"date":"2025-07-18T12:47:00","date_gmt":"2025-07-18T12:47:00","guid":{"rendered":"https:\/\/martinriecken.de\/?p=46"},"modified":"2025-08-06T11:31:54","modified_gmt":"2025-08-06T11:31:54","slug":"der-perfekte-sturm-simulationen-richtig-gemacht","status":"publish","type":"post","link":"https:\/\/martinriecken.de\/en\/der-perfekte-sturm-simulationen-richtig-gemacht\/","title":{"rendered":"Crisis exercises, done right: The storm in a teacup"},"content":{"rendered":"\n

Crisis simulations: Why they are important \u2013 and what makes them efficient<\/strong><\/p>\n\n\n

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Crises often arise unexpectedly, and those who are unprepared lose valuable time. A crisis simulation helps to prepare teams, processes and communication channels for an emergency.<\/strong><\/p>\n\n\n\n

At Lufthansa, we regularly practised for crises \u2013 especially ad hoc scenarios, i.e. situations that arise suddenly and unexpectedly with maximum intensity. Most of the time, these simulations were unannounced, just like in real life\u2026 there was usually just a well-intentioned reminder: “Take another look at your manuals!” That way, everyone knew what to do.<\/p>\n\n\n\n

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\u201dIf you fail to prepare, you prepare to fail.\u201d (Mark Spitz)<\/p>\n<\/blockquote>\n\n\n\n

Simulations are complex, they require diligent preparation, are almost impossible without external help, and tie up the resources of many employees, usually for almost full day. They should therefore create real value for everyone, rather than just being a “tick in the box” item. <\/p>\n\n\n\n

So what is important for them to really work?<\/p>\n\n\n\n

The most important aspects of a successful crisis simulation<\/strong><\/h3>\n\n\n\n
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  1. Realistic Scenarios<\/strong>
    The exercise must be credible: cyber attacks, production downtime, social media backlash, accidents \u2013 depending on the industry and risk analysis, the scenario should be appropriate and simulate real challenges. Participants should neither be underchallenged nor overwhelmed.
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  2. Interdisciplinary teams<\/strong>
    Crises never affect just one department. Communication, IT, legal, human resources, operations \u2013 all relevant areas should be involved in order to test interfaces and clarify responsibilities.
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  3. Focus on communication<\/strong>
    A cornerstone of any simulation: crisis communication. Who speaks to whom and when? What are the initial statements? What is our approach: Humble and apologetic, cooperative, or do we deny, do we even attack the accuser? Are press officers, social media teams and managers prepared?
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  4. Include the right stress level<\/strong>
    In an emergency, time is of the essence. Good simulations deliberately increase stress levels to prepare teams for the dynamics of real crises. Within limited scope, this can be done with on-board resources, but it is better to bring in specialised companies. They ensure the right stress level and that genuine “goosebumps feeling”.
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  5. Follow-up and lessons learned<\/strong>
    After the exercise comes optimisation. What went well? Where were there gaps? Only those who evaluate honestly can improve structures and act confidently in an emergency. This is not about finger-pointing, but about learning together.
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  6. Frequency and repitition<\/strong>
    It’s like practising an instrument. Repetition makes all the difference. Of course, practising is never convenient; there’s always something more important to do. But if you want to be well prepared for an emergency, you have to develop a routine. That way, everyone knows what to do and can keep a cool head.<\/li>\n<\/ol>\n\n\n\n

    Fazit:<\/strong><\/h3>\n\n\n\n

    A crisis simulation is not a “nice to have”, but a crucial component of professional preparation. Those who train regularly \u2013 and in the right way \u2013 ensure that in an emergency, actions are determined by structure rather than panic.<\/p>\n\n\n\n

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    (Picture: Pawel Chu<\/a> on Unsplash<\/a>)<\/p>\n\n\n\n

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    Want to know more about crisis exercises?<\/h2>\n\n\n\n