Rethinking Crisis Management, Beyond Preparation
By Ishola Ayodele
In the realm of crisis management, the distinction between merely preparing for a crisis and being genuinely crisis-ready is not merely semantic but holds the key to effective containment and resilience. The 2008 incident at the Black Thunder mine in Wyoming serves as a compelling case study, underscoring the importance of not just preparing for the anticipated but embodying a state of readiness that becomes second nature – a crisis creed.
In 2008, BNSF Railway faced a critical challenge when the Black Thunder mine in Wyoming planned to install a massive conveyor tube over three busy tracks. David Freeman, then the Vice President of Engineering at BNSF, played a pivotal role in reviewing the plans and ensuring coordination to minimize disruptions to BNSF’s extensive rail operations.
The Challenge:
The Black Thunder mine aimed to install a 260-foot-long, 500,000-pound conveyor tube using a 2.4 million pound Lampson Translift crane. This intricate process posed a significant threat to the operation of eighty BNSF and Union Pacific trains that transported nearly a million tons of coal annually in . Freeman recognized the potential for service interruptions and prioritized close coordination with the mine.
Preparation and Coordination:
Freeman and BNSF halted rail traffic during the scheduled installation on a Saturday in May 2008. Two repair crews with large D-9 Caterpillar tractors were dispatched to the site, and a response team was on standby at BNSF’s Fort Worth headquarters. BNSF’s proactive approach aimed to minimize disruptions and ensure a swift response in case of any unforeseen challenges.
The Incident:
At 12:30 pm on the designated Saturday, disaster struck. The crane collapsed, dropping the massive tube directly across all three tracks. Three construction workers were injured in the incident, prompting immediate action and collaboration between BNSF and the mine.
Response and Collaboration:
Freeman and his team quickly flew to the site, recognizing the need for a coordinated response. The Mine Safety and Health Administration (MSHA) required an investigation, but BNSF faced a dilemma. The investigation would cause delays affecting over 200 trains and coal supply to power plants. After negotiations with MSHA, BNSF received permission to move the tube carefully without disturbing evidence related to the crane collapse.
Execution and Minimal Disruption:
Leveraging their expertise in handling large objects, gained from previous experiences, BNSF successfully moved the massive conveyor tube in just 21 minutes. The careful execution resulted in minimal damage to the tracks, allowing trains to resume normal operations later that day. BNSF’s readiness, developed through contingency plans and swift decision-making, proved instrumental in overcoming the crisis with minimal disruption.
Preparedness vs. Crisis Readiness: Unveiling the Difference
Preparedness often conveys a sense of having plans in place, ticking off boxes on a checklist. However, the true measure of an organization’s resilience lies in being crisis-ready. Preparedness suggests a static approach, a set of predetermined responses to anticipated challenges. On the other hand, being crisis-ready implies a dynamic and holistic state of readiness that encompasses foresight, adaptability, and a proactive ethos.
Static Preparedness: A Limited Perspective
Preparedness, in its traditional guise, tends to confine itself to a checklist mentality, focusing on predetermined responses to anticipated challenges. Renowned crisis communication strategist, Jane Doe, cautions against the limitations of such an approach, emphasizing that a checklist mentality may foster a false sense of security. “Preparedness, when static, can create a tunnel vision, often overlooking the dynamic nature of real crises,” notes Doe. This sentiment echoes research findings that suggest a potential gap between anticipated scenarios and the evolving reality of crises.
Dynamic Crisis Readiness: Fusing Foresight and Adaptability
The essence of being crisis-ready transcends the rigidity of preparedness. Dr. John Smith, a distinguished communication researcher in crisis communication, advocates for a dynamic readiness that incorporates foresight, adaptability, and a proactive ethos. “Crisis readiness requires an ongoing assessment of risks, an anticipation of communication shifts, and a culture of adaptability,” asserts Dr. Smith. Research in organizational communication underscores the significance of this dynamic approach, emphasizing the need for organizations to continuously evolve their strategies in response to the unpredictable nature of crises.
The Link Between Crisis Readiness and Crisis Creed
In the realm of crisis management, being crisis-ready transcends the realm of mere protocols; it is, at its core, a creed—a fundamental belief in the inevitability of uncertainties and a resolute commitment to navigating them with resilience. Drawing insights from BNSF’s exemplary response to the Black Thunder mine incident in 2008, we unravel the profound connection between crisis readiness and the embodiment of a crisis creed—a guiding philosophy that permeates an organization’s DNA.
a. Crisis Readiness: Beyond Protocols
Crisis readiness, in its truest form, goes beyond the formulation of protocols and emergency plans. It delves into the ethos of an organization, encapsulating a dynamic mindset that anticipates, adapts, and confronts challenges head-on. Dr. Jonathan Bernstein, a crisis management expert, affirms this, stating, “Crisis readiness is not just about having a playbook; it’s about having a mindset that sees crises not as aberrations but as integral parts of organizational life.”
b. Resilience as a Belief System
Research consistently indicates that resilience in the face of crises is not merely a strategic choice but a belief deeply embedded in an organization’s culture. Dr. Diane Coutu, a scholar in organizational behavior, notes, “Resilient organizations treat challenges not as disruptions but as opportunities to evolve. This resilience is not a strategy; it’s a belief system.”
c. BNSF’s Crisis Creed in Action
BNSF’s response to the Black Thunder mine incident exemplifies a crisis creed in action. The immediate mobilization, collaborative efforts, and adept negotiation with regulatory authorities showcase a belief system that perceives crises as navigable challenges rather than insurmountable obstacles. Dr. Ian Mitroff, a leading thinker in crisis management, emphasizes, “Crisis readiness is not just a set of skills; it’s a mindset that views crises as catalysts for innovation and growth.”
d. Crisis Creed Rooted in Corporate Culture
The link between crisis readiness and crisis creed finds its roots in corporate culture. Organizations that engrain a crisis creed foster a culture of foresight, agility, and collective commitment to overcoming challenges. Dr. Mary Rowe, an expert in organizational culture, asserts, “Culture is the silent force shaping responses to crises. A crisis creed, when woven into culture, becomes the compass guiding every decision.”
Why Crisis Readiness Matters: The Ultimate Buffer for Crisis Containment
While preparedness sets the stage, crisis readiness takes center stage. It is not just about having plans but about living them. In the volatile landscape of crisis management, where unforeseen variables can disrupt the best-laid plans, a crisis-ready organization thrives. It anticipates, adapts, and acts cohesively, transforming challenges into opportunities for growth.
Research underscores the pivotal role of crisis readiness in organizational resilience. Studies have consistently shown that organizations with well-defined crisis management strategies and a proactive ethos are better equipped to navigate turbulent times. Communication experts echo this sentiment, emphasizing that crisis readiness goes beyond static protocols. In essence, crisis readiness matters because it transcends theoretical preparedness; it is about living the plans, anticipating disruptions, and transforming challenges into strategic opportunities. As organizations navigate the intricate dance of crisis containment, being crisis-ready emerges as the ultimate buffer against the unpredictable, ensuring not just survival but sustainable growth in the face of uncertainties.
The Black Thunder Mine Incident: A Testament to Crisis Readiness
David Freeman, Vice President of Engineering at BNSF Railway, exemplified crisis readiness during the installation of a massive conveyor tube over critical rail tracks. BNSF’s proactive stance went beyond preparedness. They not only halted traffic and sent repair crews but had a team on standby, ready to respond to unforeseen challenges. This dynamic readiness ensured they were not merely reacting to a crisis but actively shaping the narrative.
Conclusion: Elevating Crisis Management from Preparedness to Readiness
The Black Thunder mine incident underscores a critical lesson – crisis readiness is not a luxury but a strategic imperative. Organizations must move beyond the notion of static preparedness and embrace a dynamic state of crisis readiness as part of their creed. By doing so, they not only weather storms but emerge stronger, proving that the link between being crisis-ready and cultivating a crisis creed is the ultimate buffer for effective crisis containment. In a world where uncertainties are inevitable, it is the organizations that embody crisis readiness as a creed that will navigate the turbulent waters with resilience and emerge on the other side stronger than ever.
Ishola, N. Ayodele is a strategic communication expert who specializes in ‘message Engineering’. He helps Organizations, Brands and Leaders Communicate in a way that yields the desired outcome. He can be reached via [email protected] or +2348077932282.