Our Crisis Simulation
TUSMUNC is an all-crisis conference because we feel that crisis provides a more realistic simulation of real-world conflict resolution. In the real world, a tidy resolution can’t end a problem. United Nations delegates are not isolated from the events going on around them. Time does not stop while they find a solution to the issue at hand. Crisis simulates these circumstances, providing delegates with a greater challenge and a more realistic experience. This environment best encourages the creativity, fast thinking, and flexibility required by real-life problem-solving.
Each crisis committee will have “updates” from their crisis team at least every thirty minutes. Typically, updates will either be pre-planned challenges for the delegates to tackle or the result of delegate’s actions, both individual (in the form of crisis notes) and collateral (in the form of directives).
In crisis committees, delegates’ actions are not limited to what can be accomplished in the committee room. Through crisis notes, delegates can move troops, money, and people to further their aims. Generally, the more specific a crisis note, the more likely it is that the crisis staff will approve the action.
The directive is the crisis-version of General Assemblies’ resolutions. Directives are far less formal than their GA counterparts. They are normally bullet-pointed lists detailing what actions the committee is taking. Because this is crisis, committees can go beyond “suggesting” and “strongly discouraging” to actually implementing their solutions. In directives, committees can collectively delegate troops and funds, release press statements, and enact reforms. Typically, each directive tackles a very specific issue or a small part of a major issue. At TUSMUNC, directives must have at least three sponsors; the sponsors and signatories combined must add up to at least one-third of the committee. Directives will require a two-thirds majority to pass.
Since TUSMUNC is a learning conference, we will be giving delegates a head start on their crisis plans by providing them with their position’s portfolio powers. Portfolio powers are the resources at the delegates’ disposal. They are unique to each position: for people positions, they can reflect the person’s office/occupation, socioeconomic standing, and history; for country positions, they can reflect the country’s economy, military power, and alliances. Portfolio powers can include money, troops, and special advantages that delegates can use. To access these resources, delegates can either send a note to crisis or volunteer them in a directive.
In General Assemblies, position papers are usually enough to give delegates a game plan going into committee. However, in crisis committees, where delegates often have much more complex objectives, it's wise to also prepare a more fleshed-out plan that includes your goals in committee and how you intend to reach them. To do this, you first must establish what you want to achieve in committee. In crisis committees, most delegates aim to solve the issues they are presented with while simultaneously trying to increase their position's power.
Second, research, research, research! Look over your position's abilities, pour-over online encyclopedia articles, and read everything you can on your position. Finally, outline your long-term goals in committee, such as creating this treaty or seizing office, and your first few short-term actions that will help you achieve it, such as making alliances or campaigning. (For reference, here's an example of how a crisis plan might look: your long-term goal is to solve a border dispute and, in the process, seize more land for your position than it already controlled. Therefore, your first short-term actions would be to ally with the countries involved and begin negotiating during the first committee session.) Crisis plans like this help you stay focused during the chaos of debate and make you stand out as a strong delegate.
Be flexible, but don't get distracted. Good luck, delegates!