This chapter underlines the importance of a multidimensional and multilevel as well as a social constructivist approach when discussing crises in higher education (HE). This is important to avoid gender-blind solutions to crisis that reinforce existing gender imbalances. Lessons learned from the chapters in this volume are presented that illustrate how senior management of HEIs deals with and communicates about crises. Based on these findings, it is argued that an adequate response to crises must reflect their complex and multidimensional character. Therefore, during times of crises, it is necessary to implement structural change and demonstrate institutional courage. Both place high demands on the crisis management competencies of senior management but allow for the successful exploitation of opportunities often present during periods of crisis.