A crisis simulation drops decision-makers inside a crisis as it unfolds, so judgment gets tested under pressure rather than reviewed in hindsight. Here is how they work, who runs them, and where Force Majeure fits.
A case study explains what a company should have done. A crisis simulation makes you decide while the facts are still moving and the clock is running. Choices compound, and the exercise shows where judgment held and where it broke.
Three shapes are common. A tabletop walks a team through one scenario in a room. A war game pits teams against each other or against a facilitator. A persistent-world simulation, the model Force Majeure uses, runs a firm through many linked crises so patterns and second-order effects surface over time.
Choices happen with incomplete information and real time pressure, the conditions that actually break teams.
The strongest exercises run on your real sectors and geographies rather than a generic ransomware script.
A good simulation ends in a scored, written account of what happened and why, fit for a board or committee.
Force Majeure runs a multinational across about 200 markets over 60 quarters, facing geopolitical, supply-chain, reputational, and social crises calibrated to real data such as V-Dem and ACLED. The scoring is calibrated to a 2021 Harvard Business Review finding that community-embedded firms were far more likely to stay profitable and to survive a crisis.
For organizations it becomes a rerunnable exercise scored into a board-ready report. For classrooms it becomes a graded simulation mapped to a casebook.
A decision environment that puts people inside an unfolding crisis to test judgment under pressure, with consequences that carry forward.
A facilitated walk-through of one scenario in a room, usually run once and debriefed verbally.
An exercise that pits teams against each other or a facilitator to surface how decisions collide.
The model Force Majeure uses, running a firm through many linked crises so second-order effects surface over time.
The written, scored record of what happened and why, fit for a board or risk committee.
A firm's ability to keep delivering important services through disruption, and to evidence that it has tested for it.
A case study is reviewed after the outcome is known. A crisis simulation forces decisions while the situation is still unfolding, with consequences that carry forward, so it tests judgment rather than recall.
Beyond the experience itself, a defensible record: a scored account of the decisions and their consequences that a board or risk committee can read.
Once a year is the common floor, and it is often too little. Rerunnable simulations let teams exercise quarterly as conditions change, the cadence resilience rules increasingly expect.
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