Expert · Classroom / In-house
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Work through a crisis situation from your organisation or a comparable example case. Assess the situation, make your own decisions and explain your reasons. Separate observations from assumptions and consider dissenting technical or stakeholder perspectives. In rotating roles, practise keeping the substantive decision separate from process leadership.
Each participant documents their decisions and the conditions behind them. The leadership team also assesses and updates the situation together and prepares a prioritised improvement plan. Take the working materials forward to your next crisis-team exercise or use them as a template for crisis preparedness.
In the case, IT reports an outage while operations has only partial information; another site is affected later. Decide from your role, issue assignments and assess delayed feedback against the information available at the time.
Your crisis working materials, used in the team exercise, connect the situation board, meeting procedure and task log with specific improvements for the next exercise.
Experience in a leadership or crisis-team role, or comparable decision-making authority. Access to a crisis or emergency situation in your own organisation, at least its process, roles and decision paths. Where this information is unavailable or confidential, a comparable example case is used. No prior knowledge of the P-DRIVEN method is required.
Three days in person are planned, with short expert inputs, predominantly scenario-based situation work and repeated decision rounds. Each participant works on individual decisions alongside the team exercise. For sites without suitable exercise infrastructure, an analogue fallback with a situation board, scenario materials and prepared incoming reports is planned. The format is designed for an executive circle or an in-house leadership team; mixed groups work with example cases.
Planned learning time: 3 days
