When a crisis strikes, the first thing people lose is what they need most – clarity. Uncertainty becomes an invisible yet powerful source of stress. People naturally seek to anticipate what will happen next, but in a crisis, this may be impossible.
Psychological vulnerability becomes one of the principal weak points affecting decision-making, trust in institutions and society’s capacity to act. Empirical evidence shows that people tend to experience information shock during crises: the volume of information increases, its reliability becomes uncertain, and the emotional climate intensifies. Under such conditions, cognitive errors – including hasty, emotionally driven decisions, various biases and a tendency to trust self-proclaimed authorities – become commonplace. Stress and information pressure reduce the quality of decisions and increase the likelihood of mistakes.
Those spreading disinformation actively exploit these patterns of human behaviour to demoralise, divide or mislead both the public and institutional decision-makers. A country’s resilience to information and psychological attacks therefore depends not only on the management of communication channels, but also on the ability of society and institutions to respond to information-related stress critically and with emotional awareness.
At the municipal level, decision-making becomes particularly sensitive under such circumstances. Decisions must be made under time pressure, with limited information and amid intense pressure from the community. There is a risk of placing too much weight on isolated reports, becoming drawn into emotional noise, or delaying necessary decisions. Action must therefore be guided by planning, a clear division of responsibilities and the ability to act consistently even when the situation remains uncertain. In a crisis, the priority is not to know everything, but to maintain trust – both within institutions and among the public.
For this reason, Civic Resilience Initiative organises training for municipal employees entitled “Psychological and Informational Resilience in Times of Crisis.” Participants acquire theoretical knowledge and practical tools for recognising information manipulation, strengthening their own psychological resilience and that of their communities, and acting effectively during a crisis.
In 2026, training sessions are planned in ten Lithuanian municipalities: Lazdijai District, Marijampolė, Tauragė District, Plungė District, Joniškis District, Biržai District, Utena District, Kėdainiai District, Šilutė District and Švenčionys District.
Additionally, the training materials have been compiled into a publication intended for professionals working in public service, as well as anyone seeking to prepare for crises.
Project partners: the Ministry of National Defence of the Republic of Lithuania and the German Embassy in Vilnius.
