ABSTRACT
Due to the nature of its low-probability occurrence, three distinctive aspects characterize a crisis: suddenness, uncertainty, and time compression (Lerbinger, 1997). Crises are rarely occurring events which are unfamiliar where and when they occur, and therefore cannot be easily traced and analyzed for preventative purposes. Hotel and destination management are typically unprepared for their impact. Therefore, when a crisis occurs, management of destinations or businesses cannot predict the likely timing of its occurrence, and thereby, be prepared for the crisis. A crisis normally occurs suddenly, even when some early warning signs are detectable. Tourism administrators and business managers are under great pressure to make quick and effective decisions in order to minimize financial and human costs and to maintain effective communication with the business community and the general public. Time is compressed. In order to avoid being swept up in the momentum of the crisis, managers must make decisions based on inputs that are sometimes incomplete, inadequate or even inaccurate. Decisions must be made even as the details of the crisis continue to unfold. A balanced attitude toward the needs of all stakeholders and strong decision-making networks appear to reduce the potholes on the uncertain decision pathways which managers must traverse swiftly.
