Basil Jarrett | Crisis? What crisis?

CRISIS. IT’S a word that we just love to throw out each day and to be honest, when you live in a country as festive as ours, you can almost be forgiven for believing that Jamaica is just a non-stop train wreck, lurching from crisis to crisis, emergency to emergency, scandal to glorious scandal, day in, day out. The financial crisis, the security crisis, the Reggae Boyz. Just how many crises can this one little country withstand?

Now, without meaning to downplay or diminish the magnitude of some of the greatest challenges that this country faces, I think it is fair to say that if Jamaica was well and truly riddled with this many cataclysmic crises, we would have had to lock up shop a long time ago, since, in its truest sense, a crisis is defined as a sudden and significant event that disrupts normal operations and poses serious and immediate threats to individuals, organisations, or communities.

Crises are often unexpected, catching persons off guard and causing substantial interruptions in routine activities. They can threaten lives, health, safety, property, financial stability, and very importantly, reputations, and demand swift and decisive action to prevent escalation and further damage.

A CRISIS BY ANY OTHER NAME

But not all crises are of the sudden, explosive, spectacular variety. Some develop slowly and gradually, often smouldering just beneath the surface until something gives. When this happens, they often escalate rapidly, leading to more severe consequences if not addressed promptly. Crises also attract considerable public and media attention, which amplifies their impact and increases the pressure to respond effectively.

As someone who’s had a front-row seat to some of the most challenging crisis events in Jamaica, I can tell you that not all of our social, economic and financial issues are crises. Some are just that – issues. Others are incidents. Few are emergencies. But most of the things that seem to dominate the news daily, from political scandals to personnel misconduct, are not crises in the truest sense. But even when they are, it is important to note that not all crises are created equal. In fact, as a crisis communications professional, understanding the different levels of crises is a crucial first step to formulating any useful response.

THE CRISIS HIERARCHY

Crises have a hierarchy. A road map if you will, to navigating the tumultuous waters of public perception management. At the base of our crisis pyramid, we have minor operational disruptions. These are the small-scale issues that, while inconvenient, are relatively easy to contain and to manage. Think of a water lock-off in a single community or a temporary glitch in a critical app. Such minor disruptions will cause inconvenience to customers, but this can quickly escalate if swift and transparent communication to inform the affected parties isn’t done. In these cases, the issue can be easily resolved to prevent escalation and maintain trust, and a well-crafted press release or a timely social media update usually does the trick.

Next, we have those moderate operational crises. These incidents have a much broader impact and can disrupt services or operations for a larger population. For instance, a significant cyberattack on a major bank or a strike by public transportation workers falls into this category. A good example is the 2019 Jamaica Urban Transit Company strike by bus drivers, after one of their colleagues was shot, and another stabbed to death. The strike disrupted public transportation in Kingston and St Andrew for two days, leaving thousands of commuters stranded.

The response required coordinated efforts from the Ministry of Transport, which included real-time updates, negotiation with the workers, and alternative transportation arrangements. The stakes are higher here, and the response requires a more coordinated effort, but crisis teams in this situation often have to engage in active monitoring, real-time updates, and multichannel communication strategies in order to manage the narrative and reassure the public.

GETTING DICEY

As we move up the ladder, things begin to get a little more dicey, as we enter the realm of reputational crises. These are the incidents that threaten the brand image and trustworthiness of an entire organisation or an individual. Examples include a high-profile corruption scandal involving a government official or a company caught in unethical practices. Take the 2015 Volkswagen emissions scandal for instance. Here, the car manufacturer was caught manipulating emissions data in order to evade EPA regulations, resulting in the resignation of its CEO, and the loss of US$33 billion in fines, penalties, financial settlements and buyback costs. Such crises often demand a robust response plan involving crisis management teams, expert communicators and legal advisers. The goal here is damage control via sincere apologies, accepting responsibility, and implementing corrective actions.

Finally, at the top of the pyramid, we now have major disasters. These are the full-blown crises that capture national or even international attention. Natural disasters like hurricanes, earthquakes, large-scale industrial accidents, or pandemics are prime examples. These crises require an all-hands-on-deck approach, with coordinated efforts from government agencies, emergency services, and community organisations. Communication must be comprehensive and continuous, providing clear instructions, safety information, and support resources. Leadership visibility is crucial, too, as seeing leaders on the ground, empathising with affected individuals, and taking decisive action can bolster public confidence and facilitate swifter recovery.

NOT ALL CRISES ARE THE SAME

As you can see, the sheer volume of the challenges we face here in Jamaica might make it seem as if we’re constantly teetering on the brink of chaos. But discerning the severity and classification of each crisis helps us to measure our responses more effectively. For instance, last year’s teacher protests over wage disputes fall into the moderate operational crisis category, necessitating negotiations and transparent communications from the Ministry of Education. But on the other hand, the COVID-mother-of-all-crises qualifies as a major disaster, demanding urgent and comprehensive action from all sectors.

Recognising that not all crises are equal allows us therefore to tailor our response strategies appropriately. It allows us to better prioritise and address the most severe crises with the utmost urgency, while managing lesser issues with proportional resources.

So yes. While Jamaica may seem like a hotbed of perpetual crises, a structured examination shows that we can in fact navigate these turbulent times with greater precision and resilience.

By acknowledging the different levels of crises and responding accordingly, we can better protect our reputation, maintain public trust, and emerge stronger from the challenges we face. Next week, we will look at how each level of crisis is handled differently from a crisis communications perspective.

Major Basil Jarrett is a communications strategist and CEO of Artemis Consulting, a communications consulting firm specialising in crisis communications and reputation management. Follow him on Twitter, Instagram, Threads @IamBasilJarrett and linkedin.com/in/basiljarrett. Send feedback to columns@gleanerjm.com.