Building crisis management capacity
Sessions develop the capacity to observe clearly when the picture is incomplete, reason coherently under pressure, and decide with integrity when there is no obvious way out.
Every programme starts with a conversation with the person who commissions it. The objective and the intention, what participants should leave with, the scope of the work and the pedagogical frame are set together. Delivery begins once they are agreed.
The work rests on a method, with its models, tools and frameworks. None of it is applied blindly: a tool is only useful once it fits the people who will use it.
No crisis comes with its decisions written in advance. The exercises prepare the difficulties a team will face, not its answers.
Most programmes open with an exercise. The team works a situation with what it already knows, and the facilitator observes how it reasons, what it does well and where it hesitates. The time that follows goes to what the team needs.
The debrief looks at what the team actually did, with curiosity and without verdicts. It brings in theory where the exercise called for it: the decision model, the crisis structure, the human factor, method. A second exercise, close to the first, shows what has changed.
Briefings and workshops
Presentations, exchanges and case studies, to build a shared language on roles, method and decision-making.
Exercises with theory
Short exercises alternating with debriefs and theory, so the team acts, looks at what it did, and acts again.
Full simulation
A crisis played over a few hours or several days, to put the team’s way of working to the test of a whole situation.
Full simulations run on AIC Crisis Simulation, an immersive exercise environment developed by AIC. Each participant works at a reconstructed workstation: mail, chat, documents, a phone with live calls. Nothing to install: a web browser is enough. Some injects are prepared in advance; others are written live, in response to what the team does. Messages, documents and decisions are recorded as they happen.
Several teams at once. Two teams of the same level can each play their own exercise, in parallel. Several teams of one crisis structure can also play the same crisis together, each in its role, as on a real day. On site or remote.
A participant’s inbox. The field, the authorities, a family, a partner, each in its own voice.
A live call, at the end of an exchange of texts.
What the facilitator sees. The team’s pace and, below it, each message received, exchanged and sent, in order.
All screens show a fictional organisation and fictional people.
A practitioner
Programmes are designed and led by a practitioner with real, concrete experience of crises, at strategic and operational level. About the founder
If something here connects to a challenge your organisation is facing, a first conversation is a good starting point.