Planning Exercises for Realism: Avoiding the “Check-the-Box” Trap
Emergency and continuity exercises are critical tools for building preparedness. But too often, organizations treat them as a compliance requirement rather than a meaningful opportunity to test systems, challenge leadership, and strengthen coordination. When exercises are poorly designed or overly scripted, they lose impact—and worse, they create a false sense of readiness.
Realism is the difference between an exercise that checks a box and one that reveals blind spots, strengthens response, and builds confidence when it matters most.
Why Realism Matters
Realistic exercises reflect the unpredictable nature of actual emergencies. They require decision-makers to think critically, apply plans under pressure, and coordinate in real-time—not simply read from a manual or wait for the next inject.
Too many organizations make these common mistakes:
Relying on rehearsed or scripted scenarios
Avoiding challenging injects to prevent discomfort
Failing to involve cross-functional participants
Limiting evaluation to whether steps were followed—not whether they worked
The result? Teams pass the test on paper but fall short when facing real crises.
What Makes an Exercise Truly Realistic?
Authentic Scenarios
Use scenarios grounded in real-world threats relevant to your sector and region. A cyberattack at a financial institution will play differently than an earthquake at a port—context is critical.Unexpected Injects and Escalation
Real disasters don’t follow a script. Introduce surprise elements mid-scenario that require adaptation, delegation, and real-time decision-making.Cross-Departmental Involvement
Emergency response and business continuity don’t live in one department. Include leadership, HR, IT, facilities, communications, and external stakeholders (where possible) for full-scale realism.Operational Detail, Not Just Policy Talk
Move beyond theoretical responses. If your plan says “switch to backup systems,” make teams walk through how—what systems, who authorizes the switch, and where’s the backup located?Stress and Time Pressure
Emergencies don’t allow for long committee meetings. Compress timelines to simulate urgency and create conditions that expose breakdowns in communication, authority, and resources.
Real-World Example: A Maritime Exercise Done Right
During a recent multi-agency exercise at a major port, Celtic Edge designed a scenario involving a cyberattack on vessel scheduling systems during peak hurricane season. The exercise forced port leadership, the Coast Guard, shipping stakeholders, and local emergency management into a layered crisis that affected both digital infrastructure and physical operations. Participants had to reroute vessels, manage media inquiries, handle internal system failures, and address a simultaneous storm evacuation—all in real time.
The result? Exposed gaps in decision-making protocols and communication plans—exactly the kind of lessons that prevent real-world failures.
How Celtic Edge Builds Real-World Exercises
Our team has decades of experience designing and delivering exercises that are challenging, dynamic, and sector-specific. Whether tabletop, functional, or full-scale, we ensure every exercise:
Aligns with your organization’s actual risks
Follows HSEEP methodology while incorporating adaptive injects
Includes cross-functional teams and leadership
Ends with an actionable after-action report—not just a scorecard
We’ve supported hospitals, port authorities, universities, and government agencies in stress-testing their plans under conditions that simulate real-world uncertainty—because that’s where real learning happens.
Final Thought
An exercise is only as valuable as it is honest. Realistic, well-executed scenarios reveal where plans fall short—and where teams shine. But they only work when organizations are willing to be challenged, pushed out of their comfort zones, and tested under pressure.
At Celtic Edge, we help our clients design exercises that do more than meet requirements—they prepare you for reality. Because when the real crisis hits, you won’t have a script. What you will have is the training, clarity, and confidence to lead through the chaos.
