Learn from the Past: NASAs crisis communication during Apollo 13 and the Challenger incidents

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Learn from the Past: NASA’s crisis communication during Apollo 13 and the Challenger incidents Cassie Doubleday March 19, 2009 Dr. Trudie Richards Crisis Communication Mount Saint Vincent University Learn from the Past: NASA’s crisis communication during Apollo 13 and the Challenger incidents As Public Relations practitioners we are taught to learn from previous mistakes other practitioners/ organizations have made and apply their lessons learned to our practice methods, enabling us to be better prepared for managing a similar or any crisis situation that could occur (Martin and Boynton, 2005). For an agency like NASA, which can be consider a “high risk” agency, this ideology is crucial for dealing with the high probability of a sudden crisis to arise (IMC, 2008). This paper will compare and contrast the public perception of NASA and their aptitude to communicate during the Apollo 13 and Challenger crises. These crises will be deconstructed based on five crisis communication components: the ability to provide constant flow of information, public accessibility to information, their credibility after the crisis, prompt responses to media, and honest/ truthful communication throughout the crises (Martin and Boynton, 2005). Using the five components listed above, an explanation of how during the Apollo 13 crisis, NASA, with support from the Nixon Administration and the revision of their communication policies and procedures due to the Apollo 1 event, provided excellent communication to the public, resulting in a bolstered image, and trust for the continuance of future manned space missions (Kauffman, 2001). Unfortunately, their inability to communicate effectively to their publics during the Challenger crisis labelled them a “textbook example of a crisis communications failure” (Martin and Boynton, 2005). The two case

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