When a company is in a crisis, it tends to become defensive and inward-looking. This is not surprising — it is the caveman response. In pre-historic times, people would retreat into their caves for safety, to have three solid walls around them at the time of attack. In medieval times, people pulled up the drawbridge as the same response and tried to defend against the attackers. Therefore most crisis management procedures draw only on internal resources. As outlined in the second half of this book, good crisis management procedures are absolutely essential, but organisations are very slow to shout ‘help’. So, for example, in the Brent Spar case, Shell did not call on Exxon even though it was a 50 per cent owner of the installation. Nor did Monsanto call on those professors who had done numerous studies on the safety of GM foods.
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