Research indicates that the hotel industry provides the perfect environment for certain crises to develop and escalate [1,2,3,4,5]. Given the nature of the industry, hotels must be friendly, inviting, and easy to access. Members of the public, as well as residents, are encouraged to use the facilities. This kind of open door or open access policy makes hotels easy targets for criminals, terrorists, etc. In addition, the fact that guests eat, drink and sleep on the premises opens up a whole range of potential crises linked to food poisoning, fire, criminal damage, and issues relating to personal safety. It is easy to imagine the dangers associated with having to evacuate a hotel full of sleeping guests. When a hotel operates in a particularly volatile or unstable environment, such as Northern Ireland, the spectrum of potential crises increases still further. The recommended approach to crisis management has evolved through three stages. The search for a model of good practice began with a model drawn from the crisis management literature. The second stage involved conducting interviews with general managers from hotels in Northern Ireland. The key focus of these interviews was a discussion of the strengths and weaknesses of the literature based model. As a result of these interviews a much simplified model, the Crisis Management Triangle, was developed. The Crisis Management Triangle was then presented to a focus group of managers to confirm that it represented a realistic, feasible, clear approach to crisis management which could be deployed in Northern Ireland hotels. The crisis management triangle highlights the key components of effective crisis management:  the crisis team;  a crisis audit;  the crisis plan; and  training.