Sample Scenario — Natural Disaster & Physical Disruption Simulation

The Sierra Vale Wildfire Exercise

A branching, choose-your-path tabletop built for an electric utility in fire country. A wind event is coming, and the safest thing for the grid may be the most dangerous thing for the people who depend on it. Six shared injects establish the threat, then the room's own decision — shut off power to 140,000 customers, or keep the lines energized — sends the exercise down one of two independent, fully-scripted paths. Both of them put lives at risk.

16injects per path
2diverging paths
10 dayssimulated timeline
3.5 hrstypical runtime

Fictional, but built to feel real in the room.

Every detail below is fictional — specific enough to feel real in the room, and generic enough to map onto almost any organization whose infrastructure can cause the disaster it's trying to survive.

Sierra Vale Power

An investor-owned electric utility serving 1.1 million customers across mountain and foothill counties in the western United States, with ~4,800 employees and about 14,000 miles of power lines — 40% of them in high fire-threat areas. Its service territory includes small towns with one road in and out.

Sierra Vale can preemptively shut off power when wind and fire conditions are extreme. Doing so prevents its equipment from starting fires. It also cuts power to people on home oxygen, to water pumps, and to cell towers. Sierra Vale has done it twice before. Both times, it was criticized — once for doing it, once for not doing it soon enough.

Medical-baseline customers — 3,200 depend on powered medical equipment
County emergency managers — evacuation and shelter decisions
Telecom carriers — cell towers on 4–8 hours of battery
State utility regulator — notification and post-event reporting rules

The crisis everyone faces.

Six injects, delivered over the first 44 hours, that every player experiences regardless of what the room ultimately decides. This phase ends with the decision that splits the exercise in two.

DAY −2
10:00
INJECT 1Forecast

Red flag warning

Forecasters issue a red flag warning for Sierra Vale's foothill counties: gusts to 60 mph and humidity as low as 8% for 36 hours starting in two days. The vegetation is the driest it has been in a decade.

Tests: how a forecast becomes a decision timeline — and who starts the clock.
15:00
INJECT 2Grid

Thirty-one circuits over the line

Meteorology projects that 31 circuits serving about 140,000 customers will exceed Sierra Vale's shutoff criteria. The criteria are written as guidance, not rules, and the forecast could still change.

Tests: decision-making on criteria that leave room for judgment — and for second-guessing.
DAY −1
09:00
INJECT 3Vulnerable customers

Who loses power matters

The affected area includes 3,200 medical-baseline customers who depend on powered equipment like oxygen concentrators, two hospitals running on generators, and a water district whose pumps need grid power.

Tests: whether the people most harmed by a shutoff are part of the decision, not just the notification list.
13:00
INJECT 4Public officials

"Not again"

Two county emergency managers object strongly. After the last shutoff, residents lost refrigerated medicine and a nursing home struggled to keep patients safe. Notification rules require advance warning to customers if Sierra Vale is going to shut off power.

Tests: partner relationships when your safety decision is someone else's emergency.
17:00
INJECT 5Partners

Cell towers on batteries

Telecom carriers tell Sierra Vale that most cell towers in the area have four to eight hours of battery backup. After that, residents may lose cell service — including emergency alerts and 911 calls.

Tests: dependencies that turn a power shutoff into a communications blackout.
DAY 0
06:00
INJECT 6Decision point

Shut off, or keep the lines on

The wind arrives this afternoon. The room has two options: preemptively shut off power to 140,000 customers starting at noon, or keep the lines energized with field patrols, sensitive protection settings, and crews on standby. The room has to decide.

Tests: choosing between two different ways people can be hurt, on a forecast. This is the fork.

The room decides. The exercise branches.

INJECTS 1–6 DECISION A — SHUT OFF B — STAY ENERGIZED

From here, the facilitator runs one of two fully independent scripts depending on what the room chose in Inject 6. Toggle between them below to see how each one unfolds — in a live session, players only ever see the one they earned.

Path A — the room shuts off powerTen injects. Shutting off power prevents one kind of disaster, not every kind — and the people in the dark are counting the hours.
DAY 0
12:00
INJECT 7AExecution

Four circuits won't turn off

The shutoff begins. Four circuits fail to de-energize remotely, and crews have to drive into high winds to switch them off manually.

Tests: execution risk inside a protective action, and the crews who carry it.
16:00
INJECT 8AVulnerable customers

An oxygen concentrator

The family of a medical-baseline customer calls: her portable oxygen battery will last three more hours, and they can't reach the community resource center because of road closures.

Tests: whether support for vulnerable customers works at the individual level, not just on a map.
20:00
INJECT 9ACommunications

The towers go quiet

Cell towers begin running out of battery. Two counties report gaps in 911 service. Emergency alerts aren't reaching some residents.

Tests: a cascading failure you were warned about, now happening.
DAY 1
03:00
INJECT 10AEmergency

A fire anyway

A wildfire starts from an unrelated cause in a neighboring valley. Residents in the shutoff area are being told to evacuate — without power, and in some places without cell service.

Tests: supporting an evacuation in an area your own decision left without power or communications.
10:00
INJECT 11AWater

Boil-water notice

The water district's backup generators fail at one pumping station. Pressure drops, and the district issues a boil-water notice for 18,000 residents.

Tests: critical infrastructure dependencies, and the partners who absorb the consequences.
DAY 2
08:00
INJECT 12ARestoration

4,000 miles to walk

The wind has passed, but every line must be inspected before it can be re-energized. Crews need about 36 hours to patrol 4,000 miles of line. Residents ask why their power isn't back yet.

Tests: restoration communications when safety and speed point in opposite directions.
15:00
INJECT 13APolitical

The governor's office

The governor's office publicly criticizes the scope of the shutoff and asks the state regulator to review it.

Tests: defending a decision to political leaders who weren't in the room when it was made.
DAY 3
11:00
INJECT 14AValidation

Nine downed lines

Inspection crews find nine power lines brought down by the wind — lines that would have been energized if Sierra Vale had kept the power on.

Tests: how a finding that justifies a costly decision is communicated, and to whom.
DAY 4
09:00
INJECT 15ADecision point

The next wind event

Another wind event is forecast in five days, slightly less severe. Shutting off power again is the safer choice for the grid. Communities are exhausted, and officials are already warning against it. The room has to decide.

Tests: whether the second decision is made on the merits or shaped by how the first one felt.
DAY 6
10:00
INJECT 16ARemediation

The longer fix

The state regulator requires a post-event report. The board asks what it would take to reduce the size of future shutoffs: more weather stations, sectionalizing devices, and undergrounding lines — billions of dollars over a decade.

Tests: separating the immediate response from the long-term investment the event revealed.
Path B — the room keeps the lines energizedTen injects. Keeping the power on protects customers from one kind of harm, not the other — and the decision gets reviewed by people who know how it ended.
DAY 0
12:00
INJECT 7BOperations

Patrols and sensitive settings

Field crews patrol the highest-risk circuits, and protection settings are tuned to cut power instantly when a fault is detected. Control room operators are watching the weather station feeds closely.

Tests: whether enhanced operations are a real control or a way of feeling better about the decision.
18:00
INJECT 8BGrid

A fault in the canyon

Sensors detect a fault on a line in a remote canyon. Protection equipment cuts the power as designed, but crews can't reach the line to see what happened.

Tests: acting on ambiguous signals in the dark.
21:00
INJECT 9BEmergency

Smoke near the line

A fire is reported near the canyon line. Within an hour, it has burned 2,000 acres and is moving toward a town with one road out. Evacuation orders are issued.

Tests: supporting emergency response while your own equipment may be involved.
DAY 1
02:00
INJECT 10BEmergency shutoff

No notice this time

With more fires possible, Sierra Vale shuts off power to 200,000 customers immediately — more than the original plan, and with no advance notice. Medical-baseline customers get no warning.

Tests: making the harder decision under worse conditions, without the preparation the first option would have had.
09:00
INJECT 11BCommunity

Six hundred structures

The fire threatens 600 structures. Shelters fill, and residents are posting photos of the fire next to Sierra Vale's power lines.

Tests: communications when the public has already decided what caused the fire.
DAY 2
10:00
INJECT 12BMarkets

A ratings watch

Sierra Vale's stock falls 30%. Credit rating agencies put the utility on watch for a downgrade, citing potential wildfire liability.

Tests: financial communications when liability is unknown but feared.
DAY 3
09:00
INJECT 13BLegal

Evidence preservation

Fire investigators ask Sierra Vale to preserve the canyon line equipment as potential evidence. Plaintiffs' firms are already holding community meetings.

Tests: evidence preservation and legal discipline while the community needs help now.
DAY 4
14:00
INJECT 14BVictims

Help before liability is known

Families who lost homes ask Sierra Vale for help with temporary housing. Counsel warns that direct assistance could be seen as an admission of responsibility.

Tests: supporting people in need when the cause is still under investigation.
DAY 5
09:00
INJECT 15BDecision point

A fund before the findings?

The room must decide whether to announce a voluntary assistance fund for affected residents before investigators determine the cause — or wait for the investigation. The room has to decide.

Tests: a values decision with legal consequences, made before the facts are known.
DAY 8
10:00
INJECT 16BGovernance

The decision record

The state regulator and the board both ask to see the Day 0 decision record: what the shutoff criteria said, who decided to keep the lines on, and why.

Tests: decision documentation as a governance control — and whether it holds up after the outcome is known.

What the debrief surfaces.

The two paths are built to converge on the same hard questions, arrived at from opposite directions.

If the room shut off power

  • Did support for medical-baseline customers work for individuals, or only on the planning map?
  • Were telecom and water dependencies planned for before the shutoff, or discovered during it?
  • How did the room make the second shutoff decision — on the merits, or on how the first one felt?

If the room kept the lines energized

  • Were the shutoff criteria clear enough to support a decision that would be reviewed after the outcome was known?
  • Was there a plan for an emergency shutoff with no notice, and for who would be hurt by it?
  • How did the company help the community without compromising the investigation?
Sierra Vale Power and all named details in this scenario are fictional and created for exercise purposes only.

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This is one scenario. Yours would be built around your business.

The Sierra Vale exercise is a sample — built to show how a natural disaster simulation can branch on the decision that actually matters, and stay uncomfortable in both directions. A simulation built for your organization starts with your infrastructure, your communities, and your hardest trade-offs.

Confidential by design

Exercises often require access to crisis plans, escalation structures, and vulnerabilities. That material is handled in confidence, and NDAs are available on request.

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