Crisis Management in Real Time

On April 23, 2002, the Metrolink Commuter Rail System in Southern California experienced a crisis when a Burlington Northern Santa Fe freight train collided into a Metrolink train that was carrying upwards of 300 passengers. Three passengers were killed and 260 passengers were injured. This paper examines the crisis management efforts of Metrolink to maintain its organizational reputation. Relevant literatures from crisis management and crisis communication develop a theory-based case study of this crisis. Findings from the in-Joseph Eric Massey (PhD, University of Arizona) is Assistant Professor, Department of Communications, California State University-Fullerton, P.O. Box 6846, Fullerton, CA 92834-6846 (E-mail: jmassey@fullerton.edu). John P. Larsen (MCS, ABC) is Principal, Larsen Consulting, 69 Wentworth Way SW, Calgary, Alberta T3H 5B2 Canada (E-mail: larsenconsulting@shaw.ca). vestigation demonstrate that Metrolink was successful in their crisis management and crisis communication efforts. Based upon these findings, the authors provide prescriptions for organizations experiencing crisis. Specifically, organizations must take a proactive approach to crisis management by developing crisis management plans. Crisis management plans establish the crisis management team and outline the crisis communication activities necessary to successfully restore consumer confidence and maintain organizational reputation.