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The tragic events of the terror attacks in Norway in July 2011 were politically motivated and aimed at the Labour Party. While the public focus has mainly been on the terror attacks themselves and how these affected and were handled by Norway as a nation, the way the Labour Party as an organisation was affected and how it coped with and managed this crisis situation has remained unrecognised. The organisation still had to function both during and after these tragic events. At the same time, the crisis situation needed to be handled with appropriate sensitivity and efficiency. This paper describes the author's experience of working in a consulting role with the senior management of the Labour Party.