Four Stages of A Crisis Woodstock 99 Presentation

MYTOPICIS: WOODSTOCK’99 and it should be around 15 minutes, you can add videos that pretty much explain what happened and they can be up to 5 minutes, you can copy-paste from resources, and add a lot of pictures that can explain

some links that i found for my topic:

https://www.rollingstone.com/music/music-news/19-worst-things-about-woodstock-99-176052/

https://www.woodstock1999.com/

https://english.elpais.com/culture/2022-08-11/the-unpredictable-hell-of-woodstock-1999-burning-stages-sexual-abuse-and-a-stream-of-feces.html

https://www.independent.co.uk/arts-entertainment/tv/news/woodstock-99-true-story-music-festival-b2139169.html

https://www.esquire.com/uk/culture/a40769147/woodstock-99-true-story/

https://nypost.com/2022/08/03/woodstock-99-doc-how-arson-abuse-and-anarchy-unfolded/

• Include a brief introduction of the topic (5 points)
• Outline the four stages of the Crisis. (75 points). The warning phase is the most intensive as it requires research. In most cases, we do not know our warnings until it is too late. Make sure to also Google your topic as someone may have posted a time line of your crisis. This project is unique as you are informing us of your findings. I do not consider this a research project for publications. Please use any resources you find. This includes any informal resources as well. Your point of no return is the moment that the crisis has become known to all. In some cases there may be multiple point of no returns, choose one and construct your four stages around that point of no return. When you discuss your return to normal, I welcome your opinion.
• Include at least one video (5 points)
• Include at least two photos ( 10 points)
• Please proofread (10 points)
• Work Cited (5 points)
• Presentation to class (25 points)

CRISIS DYNAMIC – FOUR STAGES OF A CRISIS

Crises come in many shapes and sizes. They can also influence public perceptions of organization in vastly different ways. Some cast organizations in the role of victim; others may be seen as villains. And, in a few cases, well prepared organizations have emerged from crises in the role of hero. While various researches have adopted different terminology to describe crises patterns, there is an agreement that crisis tend to develop in four stages.

WARNING STAGE

In reality, most crises don’t just happen. Usually there are advance signs of trouble. At this stage, it may still be possible to avoid trouble, but the clock is ticking. This is a period in which we can be proactive and control events before they happen. However, one of the greatest challenges is to recognize the potential for danger and then to act accordingly. However, many times, we miss these warning signs. In some cases, if we are able to clean up our crises in a timely manner and with great skill, we can avoid public scandal. But, if we don’t do well, company secrets are revealed. The public will soon know where you cut corners, or if you ignored earlier warnings. In simple terms, your check engine light is a warning. This is a crucial part of issues management.

POINT OF NO RETURNAt this moment, the crisis is unavoidable, and we are forced to be reactive. Some damage will be done. How much remains to be seen, and depends to a large degree on the response of the organization. This is the time when most of the stakeholders critical to the success of your organization become aware and now they are watching very closely. This is the moment when everyone knows – you get arrested, an explosion happens, or your product fails.

CLEANUP PHASEEven when the Point of no return has been reached and the public spotlight is on your organization, an opportunity to minimize damage remains. How long this lasts is up to how your organization decides to deal with the situation. The clean-up phase is also a period of recovery and investigation, both internal and external.

THINGS RETURN TO NORMALIf normal is defined as returning to the way things were, then things will probably never be normal again. Following a crisis, operations may differ radically from before. New management may be in place. New procedures might have been developed. In addition to these changes, hopefully an organization has learned valuable lessons. This is when evaluation must take place to see if you performed well.

NOTE: Sometimes, we cannot clearly see the warning phase until the crisis has happened and is over.

EXAMPLES OF THE FOUR STAGES OF A CRISIS

As we go through examples of the four stages of crisis, think about crisis you have witnessed over the course of the last five years. Remember that crises comes in all shapes and colors. Another thing to keep in mind is that even if it isn’t a crisis for you, it may be for the person experiencing it. You have to think about loss – loss of money, loss of reputation, loss of life, etc… I will do my best to present a variation. Next week, I will give you more examples. Next week, we will also talk more about your project. For each of the examples below, I’ve also tried to include a lesson, as it is the lesson that sticks and reminds us as we move forward in making change.

HURRICANE KATRINA (2005)

Lack of Communication

cc

Warning Phase

It was a disaster everyone feared. A year before Katrina ravaged must of the US Gulf Coast in late 2005, a fictitious storm simulation was created, and a five day training exercise for 270 representatives of local, state and federal agencies was implemented. From this simulation a 109 page report was written. In it they described a scenario that eerily paralleled the human tragedy that played out on the streets of New Orleans. However, Hurricane Katrina struck before the officials put the plan into action. What happened next has been the subject of political debate, and a slew of investigations. Katrina was not just an emergency management failure; it was a public relations failure. If public relations is the maintaining and building of relationships, the failure in this case was the inability to manage relationships among key stakeholders, including other public and private response agencies, the residents of the region and the news media. Communications is the glue that holds a crisis response together. Without it, chaos happens. It is also important to note that New Orleans is located 6 feet below sea level. It is also located on a levee.

Point Of No Return

• On August 29, 2005, Hurricane Katrina hit the Gulf Coast.
• Hurricane Katrina was the second strongest hurricane ever recorded in the U.S
• In New Orleans, the levees were designed for category 3 but Katrina was a Category 4,

Clean Up Phase

• The storm surge from Katrina was 20-feet (six meters) high.
• Winds were 140 miles per hour.
• An estimated 80% of New Orleans was under water, up to 20 feet deep in places.
• Katrina affected about 90,000 square miles.

A bit of history as we now are well beyond our point of no return. Prior to September 11, 2001, the Federal Emergency Management Agency (FEMA) was a stand-alone agency with established relationships with other publics and private agencies to aid before, during an after natural disasters. This changed with the creation of Homeland Security, an umbrella agency with the mission to secure the nation from threat. Experts say that the reshuffling of the federal bureaucracy, disrupting long-existing relationships. Bottom line is that values changed. Homeland Security has a focus on terrorism. FEMA has a focus on natural disasters. The director of Homeland Security stated in an interview after Katrina … Natural disasters are for pansies, and real men handle the terrorist stuff … The creation of Homeland Security Agency was already under questions and FEMA was eaten up under the new umbrella. The public relations issue here is that Homeland Security did not deploy FEMA.

Things Return To Normal

• Hurricane Katrina affected over 15 million people in different factors such as economy, evacuations, gas prices or drinking water.
• The final death toll was at 1,836, primarily from Louisiana (1,577) and Mississippi (238).
• 705 people are reported as still missing as a result of hurricane Katrina.
• Hurricane Katrina caused $75 billion in estimated physical damages, but it is estimated that the total economic impact in Louisiana and Mississippi may exceed $110 billion, earning the title of costliest hurricane ever in US history.
• The region supported approximately one million non-farm jobs, but hundreds of thousands of local residents were left unemployed by the hurricane.

Did they? In what way? What did we learn?When Hurricane Sandy hit the New Jersey shore, they were very prepared. This part of our country made every effort to not have the same results as Katrina.

BP OIL SPILL (2010)

Your past eventually catches up to you if you skip corners

This is one of those cases, where after the incident happened, and the company did so poorly in responding, did we learn more about the warning phase. The company knew, but the public was kept in the dark. Looking back, what happened was avoidable and inevitable. So, I did some digging.

Warning PhaseBP oil in July 2002 adopted the phrase “Beyond Petroleum,” in an effect to re brand itself as a socially responsible, environmentally friendly company. That same month, they hired a new CEO of the company. In the following months, money was directed into research and development and taken away and the safety budget eliminated. The company took on a new direction. In the months that followed, the company received extensive violations for price manipulations, safety violations, falsifying inspection documents, and hazardous dumping. All in all, by the time the oil spill happened in 2010, they had racked up more than 760 violations. In 2005, a Texas plant exploded and killed 15 people and injured 100 more. A chemical leak at another location in Texas released 530,000 pounds of carcinogenic, poisonous and dangerous chemicals into the air. Instead of beefing up security measures, budget was diverted to other projects. As they were to embark on oil drilling in the Gulf of Mexico, uncharted territory, studies were incomplete on the nature of the area of where they would be drilling.

Point Of No ReturnOn April 20, 2010, an explosion on an oil rig in the Gulf of Mexico killed 11 people and injured 17 others. 185 millions of gallons of oil was released into the waters. (Exxon-Valdez was 11 million).

Clean Up PhaseSafety procedures came under close scrutiny and knowledge of the violations became public information. Information about the two previous incidents came into public light. The company went under a microscope. Boycotts happened, protests occurred and 24 hours news coverage took over. They saw a 52% drop in socks. Total costs of the oil spill cost was close 32.2 billion. BP oil execs downplayed the damage and lied about the amount of oil spilled. Immediately, their credibility was shot and the public and media didn’t trust anything they said from that point on. Tony Hayward, the CEO at the time went on record to say:

• “We’re sorry for the disruption this has caused to their lives. There is no one who wants this thing over more than I do. I’d like to have my life back”.
• “What the hell did we do to deserve this?” (this came after the public found out about the violations and that BP Oil was the leading lobbyist for less restrictive safety regulations.
• When environmentalist stated that this event was catastrophic, Hayward said, “The Gulf of Mexico is a big ocean. The amount of volume of oil we are putting into it is tiny in relations to total water volume.”
• When asked about his concern for the residents affected he said, “We may be a large company, but we care about the small people.”

Things Return To Normal

• Lawsuits in the amount of 7.8 billion were awarded.
• 500 million was given to research and environmental impact studies
• 170 million was gifted to the states affected for clean-up.
• 100 million was given to the unemployed oil rig workers.
• 20 billion was given to businesses to make up for business lost.
• Three weeks later, a social media campaign was created to get back into the public’s good graces.

The safety and operation risk unit was reestablished within BP and they re-branded.