“Crisis Management- a Case Study on Mumbai Terrorist Attack”

“CRISIS MANAGEMENT- A CASE STUDY ON MUMBAI TERRORIST ATTACK” Prof. Manisha Shekhar, Centre for Strategic Analysis & Reasech, Deptt. of Electronics & Communication, Dr. M. C. Saxena college of Engg. & Technology, Lucknow (India) ABSTRACT: This paper examined the Indian government intervention in crisis management during 2008, terrorist attack on MUMBAI. Empirical findings show that the intervention of increasing external pressure and internal self awareness forced INDIAN Government to change its crisis management strategy. Different administrative level (local, regional, national and international) were co operatively involved in taking action and controlling crisis. A strange pattern has been observed and study has been done to find out the next probability of occurrence of crisis. Also a detailed analysis of crisis management program has been done utilizing the information of various crisis case studies that had occurred in the past. KEYWORD: Crisis Management, Government Intervention, Media Intervention, Disaster Scenario Networking and Recovery Growth process. Terrorism has assumed serious dimensions after the September 11 attack on the twin towers of World Trade Centre in United States of America. The full blown up pictures of the abrupt vertical collapse of the commercial might of USA was witnessed world over. Since then the periodical attacks are aimed at various targets by the radical groups in various parts of the globe. Stringent laws vis-à-vis nonpolitical swift handling of the terrorist attacks in some countries has yielded deterrent results and the countries where able to overcome this menace. However, contrary to this, India which has belatedly converted into the epicenter of terrorism, is dealt with casual approach and resulted into heavy mortality and gave a setback to the growing economy. Another attack…………more than a couple of hundred dead and several hundreds injured in the recently Mumbai terrorist attack. The regular phenomenon of terrorist attacks in India are keeping everyone guessing as to who could be next victim of the flow of terror. Security forces did a splendid job in evacuating every possible hostage but could not save many as they were caught unaware but shown below is some strategic pattern by which we can actually earmark where the next attack would be and when. This has been analyzed in the case study which follows later in this research paper. DEFINITION AND ANATOMY OF CRISIS The real challenge is not just to recognize crises, but to recognize them in a timely fashion and with a will to address the issues they represent. What are the early warning signs? What analysis serves to give early warning of change and the possibility of a future national crisis? Again, the challenge is not only to recognize the crisis but also to bring the complex factors into focus in such a manner that individuals can understand and marshal the forces necessary to address the situation. A crisis has been defined as a”turning point for better or worse,” ”decisive moment,” or ”crucial time.” A crisis can also be described as”a situation that has reached a critical phase.” A crisis is, therefore, an unstable time or state of affairs in which a decisive change is impending – either one with a distinct possibility of a highly undesirable outcome, or one with a distinct possibility of a highly desirable and extremely positive outcome. Any executive who can predict and plan for a turning point in his or her organization stands a far better chance of capitalizing on that opportunity than someone who allows the crisis to sneak up on him or her unprepared. Contrary to popular belief, a crisis may not be necessarily bad. It is merely characterized by a certain degree of risk and uncertainty (Fink, 1986). Crisis management – planning for a crisis, a turning point – is the art of removing much of the risk in uncertainty, thereby allowing those concerned to achieve more control over the destiny of an organization, and thus creatively exercising the role of management leadership (Darling, Shelton and Walker, 2002) Crisis Management at National Level:- Crisis management is a critical organizational function. Failure can result in serious harm to stakeholders, losses for an organization and its very existence. A crisis is defined as a significant threat to operation that can have negative consequences if not handled properly. It can create three related threats 1) Public safety 2) Financial loss 3) Reputation loss. It damages the organization in terms of finance. The primary concern in a crisis has to be public safety. If failure to address public safety intensifies the damage from crisis reputation and financial concern are considered after public safety has been remedied. Barton (2001), Coombs (2007a), and Fearn –Banks (2001) have noted how a CMP saves time during a crisis by pre assigning tasks, pre- collecting some information, and serving as a reference source. Barton (2001) identifies the common members of the crisis team as a public relations, legal securities, operations, finance and human resources. Time saved because the team has already decided on who will do the basic tasks required in a crisis. Augustine(1995) notes that plans and teams are of little value if they are never tested. Mitroff, Harrington and Gia (1996) emphasize that training is needed so that team members can practice making decisions in crisis situation. Coombs (2007a) summaries the research and shows how practice improves a crisis team’s decision making and related task performance. Models and theories associated with crisis management Crisis Management Model Successfully diffusing a crisis requires an understanding of how to handle a crisis – before it occurs. Gonzalez-Herrero and Pratt created a four-phase crisis management model process that includes: issues management, planning-prevention, the crisis, and post-crisis (Gonzalez- Herrero and Pratt, 1995). Management Crisis Planning No nation looks forward to facing a situation that causes a significant disruption to their mass especially one that stimulates extensive media coverage. Public scrutiny can result in a negative financial, political, legal and government impact. Crisis management planning deals with providing the best response to a crisis. (12Manage, 2007) Contingency Planning Preparing contingency plans in advance, as part of a crisis management plan, is the first step to ensuring a nation is appropriately prepared for a crisis. Crisis management teams can rehearse a crisis plan by developing a simulated scenario to use as a drill. The plan should clearly stipulate that the only people to speak publicly about the crisis are the designated persons, such as the nation spokesperson or crisis team members. The first hours after a crisis breaks are the most crucial, so working with speed and efficiency is important, and the plan should indicate how quickly each function should be performed. When preparing to offer a statement externally as well as internally, information should be accurate. Providing incorrect or manipulated information has a tendency to backfire and will greatly exacerbate the situation. The contingency plan should contain information and guidance that will help decision makers to consider not only the short-term consequences, but the long-term effects of every decision. (12Manage, 2007) Structural-Functional Systems Theory Considering a nation as an organization for a while when the crisis stuck…………..Providing information to an organization or nation in a time of crisis is critical to effective crisis management. Structural-functional systems theory addresses the intricacies of information networks and levels of command making up organizational communication. The structural- functional theory identifies information flow in organizations as "networks" made up of members and "links". Information in organizations flow in patterns called networks (Infante, Rancer, & Womack, 1997). Diffusion of Innovation Theory Another theory that can be applied to the sharing of information is Diffusion of Innovation Theory. Developed by Everett Rogers, the theory describes how innovation is disseminated and communicated through certain channels over a period of time. Diffusion of innovation in communication occurs when an individual communicates a new idea to one or several others. At its most elementary form, the process involves: (1) an innovation, (2) an individual or other unit of adoption that has knowledge of or experience with using the innovation, (3) another individual or other unit that does not yet have knowledge of the innovation, and (4) a communication channel connecting the two units. A communication channel is the means by which messages get from one individual to another (Infante et al., 1997). Pre-Steps Involved IN Crisis Management:- 1) A crisis management plan has to be developed firstly and updated periodically. 2) Create and designate crisis management team and proper training should be provided. 3) Pre- draft select crisis management including content for dark websites and templates for crisis statements have the legal department review and pre- approve these messages. 4) Media person should be trained before hand to hand crisis effectively. Lerbinger (1997), Feran- Bank (2001), devote considerable attention to media relation in a crisis. DON’T DO’s 1) Avoid the phrase no comment. 2) Avoid jargon or technical terms. 3) Avoid nervous habit that people interrupt or deception. 4) Avoid distracting nervous gestures such as pacing. DO’S 1) Present information clearly

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