May. 29, 2014 @ 12:00 AM
Crisis management is a familiar term for any organization providing a service to the public.
Very simply, it’s the process by which an organization deals with a major event that threatens to harm the organization, its stakeholders or the general public.
The size and scope of a crisis management team will vary depending on a particular organization’s product and the potential impact of a breakdown in the service it provides. And there are certain foundational principles by which they operate.
First, there is a pipeline of communication established which enables information to travel rapidly and efficiently from the source to the appropriate team member. This “rapid response” system is usually tested periodically to ensure its efficiency.
After a potential crisis is reported, the team immediately begins “information gathering.” It’s critical to have the facts to address the issue effectively.
Once the situation has been properly assessed, a determination is made whether to “go public” with a statement. Unqualified personnel are always restricted from communicating to the press and are directed to defer questions to a responsible party.
Most crisis management failures result in the first few hours of an incident. Any indication an organization is being less than forthright about the details of the event can result in catastrophe.
An example of an effective crisis management effort was the Deepwater Horizon oil spill in the Gulf of Mexico. Despite being considered the largest marine oil spill in history, the initial response and ongoing effort by BP officials to communicate responsibly to the public enabled the company to survive.
An example of poor crisis management would be the Elk River chemical spill where a dangerous chemical used to wash coal and remove impurities was released into the Elk River. Freedom Industry officials did a poor job providing answers to the public, and the company was forced into insolvency eight days after the spill.
Now due to the nature of politics, crisis management techniques are deeply embedded in our nation’s government. Crises have long been leveraged politically, and rest assured every governmental department of consequence employs a team charged with averting crisis.
But there is a noticeable distinction between crisis management teams with which most are familiar and the strategies employed by the Obama administration. This administration appears to see them as opportunities rather than setbacks.
Some recall in 2008, when during an interview, then Obama Chief of Staff Rahm Emanuel said:
“Rule one: Never allow a crisis to go to waste. They are opportunities to do big things.”
This capricious view of tragedy aligns perfectly with the Obama administration’s inability to bring resolution to even a single crisis involving his administration. It brings to question whether it’s the president’s goal to fix the crisis or leverage it to fulfill his agenda.
Actually, the only effective crisis management I’ve observed is not designed to protect the country, but rather to protect this president.
Americans will do well to remain vigil and alert to this strategy in the coming months leading up to elections.
Mark Caserta is a conservative blogger, a Cabell County resident and a regular contributor to The Herald-Dispatch editorial page.
Free State Patriot 
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