Step 1. Establishment of the crisis team The crisis team should be as small as possible. His duties are to oversee the process of developing an effective crisis plan, ensure a training and testing program, and ensure the resources to accomplish what the plan will require. Membership should be diverse and represent all stakeholders. Step 2. Articulate achievable values ​​in a crisis The crisis team must keep one thing in mind, above all, when anticipating and planning for crises: Crises are full of risks, which present themselves immediately, and opportunities. , which provide small clues and only manifest themselves over time. The team should ask themselves: “How does our organization act quickly, flawlessly and show its true colors during the crisis?” This approach will keep managers focused on the right set of priorities in a crisis situation and will not simply make the crisis appear to disappear. Step 3. Establish Roles Here, the crisis team makes two important determinations. First, divide and assign responsibility for developing different aspects of the crisis plan. Next, decide who will fill management roles in the event of certain types of crises. It is important to understand that in a crisis response organization, especially in a large-scale operational response such as a natural disaster or industrial accident, managers will likely take on different or expanded roles. This is especially true when you are involved in a crisis response involving multiple agencies or companies. People often find themselves leading or working for those they don't often come into contact with or, sometimes, for people they've never met. Early in the planning process, the crisis team must establish this expectation... middle of paper ......ber of the crisis team to evaluate their team's activities and performance. The simulation often lasts several hours, features multiple incidents arising from the main scenario, and includes a detailed analysis immediately at the end. • Complete implementation exercises. These are most commonly conducted in the oil, chemical, energy and aviation industries. In full deployment exercises, an accident is simulated at a designated site, requiring the deployment of responders and equipment as they would in the case of a real oil spill or plane crash. Realism dictates that these exercises often go on for hours or days, so that management teams feel the real sense of fatigue and pressure, as well as practicing shift changes and planning cycles. As a result, these types of exercises require months of advance planning, scrupulous attention to detail and realism, and a significant budget..