Crisis leaders should ask themselves “so what” when dealing with a crisis, taking each question and answer related to the crisis event to its natural conclusion. The “so what” principle will create multiple lines of consideration, with multiple subsets. Each line of consideration should be closed with an action point or decision. For example: An employee has been reported as involved in a car accident in Lagos Nigeria: the immediate lines of consideration may include:
§ When.: When did the accident occur.
§ Where.: Where did the accident occur.
§ What.: What happened.
§ Why.: Why did it happen.
§ Who.: Who was involved.
§ Support.: What needs to be done and what support is needed.
§ Management.: Who is taking charge of the event.
§ Risks.: What existing and new risks might be associated with the event.
§ Impacts.: What impacts, current and future are associated with the event.
Following a logical structure of gathering information and making effective decisions crisis leaders may adopt the “so what” approach to determine action points and decisions. So answers will provide answers to other questions and so duplication can be easily avoided. For example:
1. When did it occur.: We don't know when the accident occurred; so what—we need to establish the time as injured employees may be at risk; so what—we need to speak with someone with accurate information; so what—how do we get accurate information on the situation?
§ Action points.: Use the crisis communications plan and the mediums of mobile phone, e‐mails, or text messaging. Use the information sources of chiefs of party or security managers, other employees, friends, family, police station, or hospitals.
2. Where did it occur.: We need to establish where the accident occurred; so what—the roads are poor and medical support is remote and limited; so what—we need to possibly extract them from the site and find get them to good medical treatment; so what—how do we do this?
§ Action Points.: Determine the location of the accident in relation to road, air or maritime casualty extraction routes as well as companies which might be able to support the medical extractions. We need to find hospitals or medical centers which could provide the correct level of medical treatment. We need to determine how payment is made and whether any insurance policies are in place.
3. What happened:: We need to establish what happened; so what—it will determine the extent of injuries as well as any associated legal implications; so what—we need to establish the facts?
§ Action Points.: See points one and two. Also consider legal risks and implications and possible defense support requirements associated with being arrested or investigated within Nigeria.
And so forth… .
Each set of action points might also result in a “so what” scenario. For example, if no insurance policies are in place how can payment be made to ensure that medical treatment will be administrated to injured employees, or how can air evacuation options be utilized and who can make the decision and how can the company be engaged and paid? While the “so what” approach appears obvious and based on simple common sense, it is surprising how often obvious yet highly impactful issues are missed during a crisis situation. As such this form of approach can help crisis leaders ensure that they move through complex thought processes in a logical and comprehensive manner.
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