Learning and training: a reflective account of crisis management in a major UK bank

This paper reports on observational data material collected during crisis management training for a major international UK bank, and presents initial findings. The paper investigates whether simulation exercises provide a useful training method for corporate crisis management. On the assumption that performance could be used as an indicator of learning, learning outcomes are analysed for individual, team and organisational levels by comparing and contrasting performance of players between exercises for a number of key crisis management skills. In crisis, organisational learning takes place along three dimensions: individual, team and organisational. It was found that design and implementation of simulation tools were critical to how the organisation confronted the crisis. The issue is raised that simulation exercises may concentrate learning outcomes for exercise designers, facilitators and observers. In contrast, learning outcomes for players and the organisation may be more difficult to define. Although it was found at the organisational level that the bank had been able to improve the framework for crisis management, at the level of those doing the job, training outcomes remained questionable.