Bp Oil Disaster

Crisis planning involves not only creating actual plans for disasters, but also planning for the potential of a disaster. The source of the potential threat is less important that the potential impact, and the potential impact is what should be the focus of the crisis contingency plan (FFIEC, pg 2). Companies need to forecast what potential disasters could take place and then create scenarios ranging in severity from the best case scenario to the worst case scenario and all levels in between. This is difficult when it’s hard to know what potential disasters could occur. In the case of the BP Oil spill, crisis planning in that organization should have included the potential of a spill because in that type of organization, spills are real …show more content…
Likely no one planned for this situation, however, some other forms of crisis training the company may have done would still be helpful. Exit strategies, emergency notification procedures as well as police response training all went into effect during this crisis. The number of mass shootings has been increasing and organizations that have not had to take this scenario into consideration for crisis planning in the past have had to start implementing procedures in case a gunman enters their facility. However, as was the case at Sandy Hook elementary school, there were multiple security measures in place such as locked doors, video cameras, buzzers for entry and checkpoints at the main entrance to the school, and a gunman was still able to gain access and do irreparable harm to a school full of children. His intention to do harm was stronger than any security measure that could be put in place (Braud, p.2). How do you crisis plan for the mental state of another human …show more content…
However, since the incident, investigations have uncovered that facility managers did not do all they could to prevent the disaster. Mangers were aware of safety issues that included upgrades that weren’t done due to cost. They were also concerned that if they were to take more safety precautions and upgrade their crisis response plan, that it would cause people to fear that the facility was not safe. They admitted that they disregarded safety drills and chose to act as if everything was safe and secure, knowing full well that it was not. (McCurry pg. 1-2). Even though meltdown was caused by a natural disaster, which is difficult to plan for, the plant was built on a fault line with full knowledge that an earthquake and tsunami were possible. Company managers knew the seawall was not high enough to contain the potential tsunami wave height. The managers did not plan for this potential crisis and were not prepared. Because this type of natural disaster had occurred there in the past, they should have looked way ahead into the future and planned for it to happen again someday. Also, when the meltdown occurred, the managers were not prepared to make fast decisions, and they gave misleading information to the public, which made them look untrustworthy. (Yacowicz, pg. 3). Effective communication allows people involved in the crisis

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