This research discusses the tourism crisis management approach used in handling the recovery of Bali as a tourism destination after the first Bali bombings in 2002 and second Bali bombings in 2005. It acknowledges the importance of a crisis management especially in a situation where the crisis repeatedly occurs in the same place and targeted the similar target. This research examines the crisis management approach through the tourism public policy formulated and implemented by the government of Indonesia. An external perspective from the industry private sector is also investigated as many scholars note that other observations and opinion from senior executives following every episode are necessary because they have different perceptions of the crises. Finally, an investigation of any existence of organisational learning the first and second Bali bombings is also presented. This research concludes in three new findings. First, the Indonesian government did not present any crisis management framework after the first and second Bali Bombings; rather they established a National Recovery Program that lacks few main aspects of crisis management. Second, although the Indonesian government initiated the recovery program after the first Bali Bombings it was the private sector (Bali Tourism Board) who initially instigated the recovery program after the second Bali Bombings. Third, the absence of an organisational learning was also discovered after the first and second Bali Bombings incidents