Monday, 26 March 2012

FDA chemist charged with insider trading



Liberty Alerts, Corruption Chronicles
In the latest scandal to rock the Food and Drug Administration (FDA), a veteran chemist at the beleaguered agency has been sentenced to prison for using “sensitive inside information” to engage in illegal insider trading that fattened his bank account by millions.

The Justice Department says the corrupt FDA chemist (Cheng Yi Liang), who worked in the Office of New Drug Quality Assessment, traded on multiple occasions by using non-public information obtained through the agency’s password-protected internal tracking system for new drug applications. Liang made nearly $4 million off the deals and recently reached a plea agreement with federal prosecutors. This week he was sentenced to five years in prison.

Perhaps the FDA will find a way to keep him on its payroll. A few years ago a congressional report exposed that government scientists convicted of felonies are allowed to conduct essential drug and biologics research because the FDA doesn’t bother removing them, even though federal law demands it. This means Liang may very well get his job back after he’s done serving time.

His case is simply the most recent of many controversies to hit the federal agency responsible for protecting public health and safety. In the last few years the FDA has been embroiled in a number of transgressions, mostly involving its failure to enforce federal laws to please wealthy pharmaceuticals that pay hundreds of millions of dollars in “fees.”

In fact, the appalling arrangement has even been documented in various federal probes. One scathing congressional report outlines in detail how the FDA allows companies that annually pay it more than $400 million in fees to compromise public safety.

Judicial Watch has exposed one deadly example—Gardasil— that was fast-tracked by the FDA to protect against cervical cancer. JW uncovered droves of government records listing thousands of adverse reactions associated with the vaccine, which is manufactured by pharmaceutical giant Merck. They include paralysis, convulsions, blindness and dozens of deaths. Based on the records JW published a special report detailing Gardasil’s approval process, side effects, safety concerns and marketing practices.

JW has also exposed FDA secrecy. A few years ago JW reported how the agency avoided publicly disclosing information about an approval process by rebranding the product for veterinary use. It involved the first genetically engineered animal for human consumption—genetically modified fish—and the FDA wanted to keep the gory details from Americans who would eventually it

Reflections

1.            What is the link to Crisis Management?

A chemist working for the US regulatory body Food and Drug Administration (FDA), has been found guilty of insider trading. This employee used information that he gained through his work at the FDA to make millions of dollars and has now been sentenced to five years in prison.

2.         What stage of Crisis Management does the system appear to be at?

This situation is a risk for the FDA because it makes them look like they did not do their due diligence to stop something like this from happening. This is also a risk for the public because they expect the FDA to approve drugs that are safe without worrying about unsafe drugs and products being passed by the FDA just to make money.

3.    How well does the system appear to be handling the situation?

The FBI has been involved in investigating crimes such as these but these are all reactive measures. The FDA has strict measures in place to ensure that insider trading does not occur but this situation has caught them off guard. They have not made a public statement about this story which also calls into question other practices such as branding a product for animal use in order to avoid public disclosure.

4.         What level of crisis preparedness does the system appear to have?

The FDA does not seem to have a lot of crisis preparedness as most of their rules try to prevent something like this from happening. One such rule is that employees must disclose their earnings to the FDA on a yearly basis. In this case, the employee used his family and friends’ accounts to hide his income. The FDA should monitor their employees more closely and should also be more transparent as an organization to avoid a crisis situation. Furthermore, they should have a crisis communication team in place that can respond to the media if a situation like this does occur.

5.         What personal reactions/feelings does the description trigger in you?

I feel that the FDA needs to be a more transparent organization as they hold the safety of the public in their hands. Being a regulatory body, they need to keep the pharmaceutical industry in check and ensure that no unsafe products reach the public. The story speaks about Gardasil being approved by the FDA for monetary gain even though it was unsafe for the public. This triggers anger and fear in me as the story insinuates that the FDA was aware of adverse side effects but still approved the drug. I feel that regulatory bodies are in place to protect the public’s interest and should be not-for-profit organizations whose sole goal should be to protect the public.

6.         What advice would you offer to those involved?

The story speaks about the FDA re-hiring scientists that have been found guilty of transgressions. I would advise them to do stringent background checks on future and present employees and to put the safety of the public first.   I would also tell them to have a crisis management team in place so that they can address situations that may occur in the future. They should also have a crisis communication team in place that informs the public of their protocols that protect the public from unsafe products. They should be more transparent and assure the public that they do not accept fees from pharmaceutical companies by compromising their regulatory responsibility in keeping the public safe.

La Poste employee suicides


La Poste aims to halt wave of suicides

Published: 20 Mar 2012 10:05 GMT+1
Online:
http://www.thelocal.fr/2896/20120320/

Matthew Warren (news@thelocal.fr)

A string of suicides at the state-run post office, La Poste, has led its boss to announce new measures in an effort to restore calm, although unions are angry he did not go further.

In the last six months, three employees have killed themselves at work.

The most recent, a 42-year-old executive, left a note complaining that "for three years, I have the impression of being harassed and cornered by my superiors."

An unofficial list by employees alleges there have been five suicides and one attempted suicide since January alone.

These are in addition to eleven suicides in 2011 and 17 in 2010.

La Poste is eager to avoid the fate that hit France Telecom where more than 60 employees were believed to have committed suicide over a three-year period due to work pressures.

The controversy forced deputy chief executive Louis-Pierre Wenes out of his job in 2009.

On Monday, the head of La Poste, Jean-Paul Bailly, announced four measures he hopes will help the situation.

"A big dialogue around work" will be launched, he said, as well as a series of discussions with unions to put in place "concrete measures."

A mediator will also be appointed who can take decisions on individual situations.

However, unions were disappointed that the measures did not include a suspension of the company's ongoing reform programme.

"The transformation of the company cannot stop," said Bailly. "There will not be a pause."

Unions reacted angrily to the news.

"We are sceptical about these measures," Bernard Dupin of the CGT union told newspaper 20 Minutes.

"We wonder if management has really taken account of what's going on in the organisation."

The SUD-PTT union denounced "four miserable little measures" in a statement and said it would go directly to the government, major shareholder in La Poste.

The union said the government "could not stay silent" on the matter.



Reflections

1.           What is the link to Crisis Management?

There has been a string of suicides committed by employees of La Poste, France’s postal system, of which the government of France is a major shareholder. In the last 6 months alone, three employees of La Poste committed suicide while at work. The latest employee to commit suicide was an executive whose suicide note said that he felt he was being harassed and cornered by his superiors for the last three years.

    2.   What stage of Crisis Management does the system appear to be at?

This situation is a risk for La Poste. If their employees go on strike because of the pressure from the reform program that the company is going through, this could become a crisis and effect La Poste’s business continuity.

3.    How well does the system appear to be handling the situation?

The organization La Poste is not handling this situation very well. They have made a statement saying that they will have discussions with the unions but they will not put a stop to the reform program. It is obvious that the employees are not handling the pressure well and the company needs to have a conversation with employees on why they feel pressured and try to improve the situation. France’s postal industry as a whole is not handling the situation well as they need to step in to prevent a strike and stop of postal service. Unions have responded angrily to La Poste’s statement but they need to work with the organization to negotiate better working conditions.

4.   What level of crisis preparedness does the system appear to have?

The system does not seem to have good crisis preparedness. The organization, La Poste does not seem prepared to handle the unhappiness of its employees and is not doing anything to improve their working conditions. The fact that an executive committed suicides shows that even the leadership of the organization is not aware of how to handle the situation. The organization does not have any crisis communication in place to make their employees feel better in order to prevent this from becoming a crisis.

The postal industry is also not prepared for a crisis if the postal workers go on strike. The French government is not prepared for a crisis that could stop their business and cause disruptions in service for the French public.

Unions are also not prepared for a crisis because they should have had a crisis plan in place when the first suicide happened. They should have stepped in to negotiate better working conditions at the first sign of a crisis for their stakeholders, the employees.

5.  What personal reactions/feelings does the description trigger in you?

I feel this situation is very sad. The employees that have lost their lives should have had some where to turn to before they decided to take such drastic measures. It is sad that they did not feel comfortable enough to take themselves out of a bad work environment and instead chose to end their lives. This also makes me feel very angry towards the company, La Poste. It seems that they are not concerned about the safety and well being of their employees. The fact that they will continue on their path of making change at the organization without considering the negative impact that it is having on their employees is disheartening.

6.   What advice would you offer to those involved?

To La Poste, I would say that they need to take these suicides as a clear signal that their employees are not happy with the reform program. They should engage their primary stakeholders, the employees and ask them for feedback on how their working conditions can be improved and how they can continue this reform while still making their employees satisfied at work.

The government, who is a major shareholder in La Poste should step in and ensure that there aren’t any more employee suicides. They need to put pressure on La Poste’s management to make the working conditions better and get counseling for employees that are feeling stressed by work or having suicidal thoughts.

The employees of La Poste should speak up about what they are unhappy about or leave the company if that means that they will be happier. Committing suicide will not solve the problem for the other employees so they should seek counseling and leave the company if that is their last resort.

The industry as a whole should have a crisis management plan in case there is a postal worker strike, whether that means hiring replacement staff or having other contract agencies provide contingency postal services.

The union should negotiate better working conditions for the employees and offer counseling services to employees if they are afraid to ask for help at work in case it reflects poorly on them.

Sunday, 25 March 2012

Poor Hospital Cleaning


Poor hospital cleaning revealed as major problem

'Some hospitals are a real freaking disaster'


Posted: Mar 22, 2012 9:29 PM ET

Last Updated: Mar 23, 2012 8:23 AM ET

 
The health of hospitalized Canadians and their visitors is being seriously put at risk by hospitals that have cut corners in cleaning budgets to save money, a Marketplace investigation has revealed.

The program took hidden cameras inside 11 hospitals in Ontario and British Columbia. What they found in many of them were surprisingly inadequate cleaning regimens – in short, dirty hospitals that could make you sick.

In many hospitals, Marketplace staffers applied a harmless gel to places that many people would touch – hand rails, door handles, light switches, elevator buttons.

DIRTY HOSPITALS

The full story, Dirty Hospitals, can be seen on CBC-TV's Marketplace tonight at 8 p.m., 8:30 in Newfoundland.

The gel glows when seen under an ultra-violet light. But most of the time – and this was true in every hospital where Marketplace carried out gel tests – the gel was still there more than 24 hours later, meaning the surfaces had not been cleaned at all.

The program talked to cleaners, supervisors, nurses, doctors, and hospital administrators to get a handle on what has become a major problem at Canadian health-care facilities – a shocking number of hospital-acquired infections.

While Canadians love to crow about their first-rate health-care system, it also leads in one area that doesn't get the same glowing reviews.
About 250,000 Canadians come down with life-threatening infections while in hospitals every year. That’s the highest rate in the developed world. As many as 12,000 people a year die.

Denise Ball's husband Gary became one of those statistics last year.

He was admitted to Niagara General Hospital for treatment of pancreatitis. While there, the 63-year-old retired school teacher contracted C. difficile – a life-threatening illness that is all too common in Canadian hospitals. It ended up playing a role in his death a few months later.

Denise Ball remembers the cleaning regimen in her husband's room was less than adequate, saying the cleaners would spend only 10 minutes on a room everyone knew was infected with C. difficile. She says a proper cleaning would have taken much longer.

"This has to stop," she says. "This is Canada."

More with less

Time and again, hospital insiders told Marketplace that cleaners were being asked to do more with less. "We used to have one person to one wing of a hospital to clean," one cleaner said. "Now, we have three floors to clean."

A cleaning supervisor at one hospital told Marketplace host Erica Johnson that it's "common practice" for cleaners not to change the cleaning solution in the bucket when mopping up. "They just don't have the time," the supervisor said.
Sometimes there aren't enough cleaning supplies. A nurse, whose identity Marketplace protected, said she's seen a cleaner mopping common areas after having mopped the rooms of infected patients because she didn't have enough mops to change. "She's just cross-contaminated the whole area, so there's no area that was actually clean."

Sometimes, only one cleaner would be on staff in an entire hospital during night shifts. "That kind of day-night difference is very common, and it makes no sense," says Dr. Michael Gardam, an infectious disease expert at the University Health Network in Toronto.

Gardam has seen enough in his time looking at hospital cleaning practices to know that some hospitals are worse than others – much worse. "Some hospitals are a real freaking disaster," he told Marketplace."They've been told to actually cut their number of housekeeping staff by outside auditors who are trying to help them balance their budgets."

In recent years, many hospitals have cut the portion of their budget that is devoted to cleaning. Sometimes, they've done that by contracting out cleaners or their management.

C. difficile outbreaks common

It's not like we haven't seen the devastating results of hospital-acquired illness. Newscasts and newspapers have been filled with stories of hospitals under quarantine because of C. difficile outbreaks. In the last decade, outbreaks have hit hospitals in most provinces. A huge outbreak in 2003 and 2004 led to as many as 2,000 deaths in Quebec.

Last year, there were outbreaks in at least 10 hospitals across Ontario alone. One of the worst was the Niagara Health System in Ontario. More than 100 cases were diagnosed and the infection was a factor in the deaths of 37 patients, including Gary Ball, the patient mentioned earlier in the story.

The man appointed by the Ontario government to get the Niagara outbreaks under control, Dr. Kevin Smith, denies that hospitals have been cutting back on cleaning. "I think they're experimenting with new models of cleaning," he says.

Marketplace used an ultra-violet flashlight to find hospital surfaces that hadn't been cleaned in at least 24 hours. (CBC)

When informed that workers in the Niagara hospital system told Marketplace that they still don't have the time or resources to do an adequate cleaning job, he says, "I haven't heard that message," saying "everybody" feels rushed in health care these days.

The outbreaks are officially over in the Niagara Health System. But when Marketplace showed Smith several areas where researchers had applied test gel in three hospitals he supervises, most of the surfaces showed no evidence of cleaning. The ultra-violet light showed uncleaned hand rails outside an isolation room, uncleaned support rails in a public washroom and uncleaned hand rails in a ward with highly contagious patients.

"I'm obviously very disappointed to see that. That is a less than optimal cleaning opportunity. We need to fix it," Smith said.

There's something else that some observers think is helping to drive the pressure to skimp on cleaning. In Ontario and British Columbia, for example, hospitals are given bonuses for turning over beds quickly – hundreds of extra dollars each time a hospital gets a patient out of a room before a certain time. More money is dangled for quickly transferring a patient from the emergency ward to a room. Hospital CEOs, already well-paid, receive bonuses that depend, in part, on reducing wait times.

While the goal of such rewards may be admirable, critics say the actual effect has been to speed up cleaning to an unhealthy degree.

"They just don't get it," says Denise Ball. "And maybe until one of their loved ones that went in healthy and … a few months later ... they're going to their grave. Maybe that's what will wake them up."




Reflections

1.    What is the link to Crisis Management?

The story identifies problems with the cleaning and disinfecting practices of hospitals in Ontario and British Columbia. The investigative report reveals that many hospitals are not cleaning common areas properly and this may contribute to more people being infected with diseases that could have been avoided if the hospitals were appropriately resourced.

2.    What stage of Crisis Management does the system appear to be at?

This is a risk for the healthcare industry and especially hospitals. This could lead to stricter guidelines on hospitals and more audits on their cleaning practices. This is also a risk for hospital senior leadership such as CEOs because the article talks about their high salaries and hints at the fact that they are cutting corners and putting patients in harm’s way to benefit from pay outs that they get for discharging patients faster.

3.    How well does the system appear to be handling the situation?

The healthcare industry is already aware of the issue of infection control. Hospitals need to use this report to make them more aware of issues in their organization and need to ensure that they are putting systems in place in order to manage the risks. They also need to make the public and their patients aware of the infection control systems they have in place for reputation management. That way, if they do have an outbreak such as C. Diff., they have built up enough reputation capital before the crisis so that their reputation, brand and public trust can be built up again after the crisis ends.

4.    What level of crisis preparedness does the system appear to have?
Most hospitals have risk management and quality departments that monitor signals of crisis such as infection outbreaks. However, the article mentions that Dr. Kevin Smith who has been appointment by the Ontario government to get the Niagara outbreaks under control denied that hospitals have been cutting back on cleaning and that he thinks they are experimenting with new models of cleaning. This is an indication that hospital leadership has not accepted this as a risk and this could become a crisis if an outbreak were to occur again and could further damage the Niagara Health System’s reputation and their public trust.

5.    What personal reactions/feelings does the description trigger in you?

After reading this article, it has made me a bit fearful of the risks that I or my family members would take if we ever had to visit a hospital. As this article points out, patients are exposed to infections that they would not normally be exposed to in their environment in a hospital. It is the responsibility of all hospitals to ensure that they are following strict infection control guidelines in order to protect patients, staff and visitors to the hospital.

6.    What advice would you offer to those involved?

I would tell the hospital industry to do an internal audit of their housekeeping staff and their infection control practices so that they can identify areas of risk in the pre-crisis phase. This will protect them from a public loss of trust such as the one that has taken place in the Niagara Health System. This will also protect the senior leadership of the hospital (CEO and Board of Directors) from facing consequences such as losing their jobs if an outbreak does happen.

The Ministry of Health and Long Term Care of Ontario is already aware of this issue and has required hospitals to publically report their hospital acquired infection rates through the Excellent Care for All Act which was put in place in April 2011. The ministry may want to give hospitals more funding or incentives to spend more on infection control practices.
 
Patients or their families need to be informed of this issue and the health risks associated with it and need to remind their healthcare providers to follow the proper infection control procedures to ensure that they are not exposed to infections unnecessarily.  

Saturday, 24 March 2012

Kony - The plot thickens...


Anti-Kony campaign in turmoil after filmmaker's breakdown

By Mary Slosson, ReutersMarch 23, 2012

Jason Russell, co-founder of non-profit Invisible Children and director of "Kony 2012" viral video campaign, poses in New York, March 9, 2012. The director of a viral video that calls for the arrest of Joseph Kony, the fugitive rebel leader of Lord's Resistance Army militia group in Uganda, agreed on Friday with skeptics who have called the film oversimplified, saying it was deliberately made that way.

Photograph by: Brendan McDermid , Reuters

LOS ANGELES, March 23 (Reuters) - The public meltdown of the man behind the viral “Kony 2012” video has thrown his campaign into turmoil even as the film succeeded in turning the world’s attention to capturing an elusive and brutal Ugandan warlord.

Jason Russell, whose 30-minute video sensation shone a spotlight on Joseph Kony’s use of child soldiers in Uganda, was taken by police to a hospital in California last week after suffering what doctors described as a brief psychotic breakdown.

Videos posted online showed him pacing back and forth on the sidewalk, naked, in broad daylight, in an incident certain to raise questions over the viability of Russell’s Invisible Children group.

“You always hear people say, ’I’m so stressed out, I’m about to go crazy,”’ said Robert Thompson, director of the Bleier Center for Television and Popular Culture at Syracuse University. “Still, the story of all this happening and then he literally is wigging out is very odd.”

He said the episode could serve to divert attention from the warlord to Russell. “Now whenever you see a Kony story, it’s about the guy, not Kony.”

Kony, accused of terrorizing northern Uganda for two decades, is wanted by the International Criminal Court for war crimes. He is accused of abducting children to use as fighters and sex slaves and is said to like hacking off limbs.

Russell’s wife, Danica, has said her husband would remain under hospital care for a number of weeks, and might not be able to return fully to his work at Invisible Children for months.

In downtown San Diego, Invisible Children’s office has been locked up.

Russell’s Invisible Children co-founders, Laren Poole and Bobby Bailey, declined through a spokeswoman to be interviewed, as did the organization’s CEO, Ben Keesey.

Keesey has attributed Russell’s breakdown to the severe emotional toll of the previous two weeks in which the Kony video went viral. Even as the video drew attention to the warlord, it sparked criticism over what some called its misleading portrayal of current events in Uganda.

A spokeswoman would not say how or if Invisible Children planned to proceed with a planned April 20 day of action, in which viewers of the video were asked to paper their homes, lawns and cities with Kony posters to turn him into a household name.

RENEWED EFFORTS TO HUNT KONY

Analysts said the fate of the group may be largely irrelevant because it had already served the purpose of persuading millions to care, and policy decisions were taking shape.

“It’s rare that we have literally millions of Americans calling for more engagement in Africa,” Senator Chris Coons, chair of the Senate Foreign Relations subcommittee on African Affairs, told Reuters in an interview, noting his subcommittee normally received far less attention than it had since the “Kony 2012” video was released.

“I was both amused, pleased and proud that all three of my kids asked me what I was doing to stop Joseph Kony,” Coons said.

Attempts by regional forces and foreign troops to corner the fugitive warlord have so far failed. But on Friday, the African Union said it would launch a 5,000-strong force in South Sudan to hunt him.

The African Union move is in addition to 100 U.S. military advisers President Barack Obama sent to the region last year to help Ugandan forces track Kony down.

Kony’s Lord’s Resistance Army is a shadow of its former self, numbering about 250 members, according to a December 2011 report published by the Social Science Research Council.

Some 200 of them are with Kony in the Central African Republic, and 50 others are in the Democratic Republic of Congo, the report said.

The video Russell directed, interspersing shots of his own young son with those of suffering Ugandan children, depicts children walking into the city center of the Uganda city of Gulu at night to avoid capture.

But active violence like that has not been seen in northern Uganda in seven or eight years, according to Laura Seay, a professor at Morehouse College, who studies conflict and community in central Africa.

“LRA victims are depicted as absolutely helpless,” Seay said, characterizing the portrayal as neo-colonial and saying the film may have mischaracterized the nature of Gulu, where the number of children taking nightly refuge dwindled after a truce between government forces and the LRA in 2006.

“You have coffee shops and pizza places in Gulu. It’s absolutely peaceful,” she said.

Seay suggested that those whose interest in the region were piqued by the Invisible Children campaign turn their attention next to more active warlords in the region such as Bosco Ntaganda, nicknamed “The Terminator,” and also wanted by the ICC for war crimes.

Ntaganda, a Rwandan operating in the Democratic Republic of Congo, is accused of conscripting child soldiers under age 15 to carry arms and fight in open conflict.

“He walks freely,” Seay said. “I know where he eats dinner every night.”

© Copyright (c) Reuters


Reflections


1.       What is the link to Crisis Management?

The story of Invisible Children and their Kony2012 campaign has unfolded and taken a bizarre turn. It seems that Jason Russell, one of the co-founders and the narrator of the Kony2012 video has had a very public psychotic breakdown. Russell ran through the streets of San Diego naked and was later arrested by police for lewd behaviour. This has put his organization Invisible Children in crisis. Their head office in San Diego has been shut down and their campaign has been tainted by this event. Their supporters are now unsure of what they should do on April 20th, which the video had marked as a day of action by putting posters of Kony up all over the world in order to make more people aware of the warlord and his crimes against humanity.



2.       What stage of Crisis Management does the system appear to be at? 


The organization Invisible Children is now in a full blown crisis. This is because their head offices in San Diego have been closed since this incident. This incident has directly affected the organization’s business continuity and has adversely affected the services they provide to their primary stakeholders because their campaign and the organization are now under further scrutiny and have lost credibility and the trust of the public. The speed at which news travels through social media has further amplified this crisis. Videos of Russell screaming profanities and running through the streets of San Diego have been shared through social media and traditional media outlets. Since the organization’s video campaign (Kony 2012) went viral through social media, this is the same medium being used by the public to share the crisis that the organization is going through now.



 3.       How well does the system appear to be handling the situation? 


The Invisible Children is not handling this situation well. They have refused to make any statements about this event to the media and have not responded through social media or through their blog on the Invisible Children website. Before this particular crisis, the organization had been responding to all the criticisms of them and their campaign through their blog but has not responded to this event through that medium either. Jason Russell’s wife is the only one that has made a statement to the media but that is a personal response. The organization needs to have a spokesperson that can respond to this event and this crisis. This spokesperson should be someone that had been prepared beforehand and who had addressed the previous para-crisis of criticisms in the media. This spokesperson should also be a subject matter expert on the organization, its finances and the health of the founder and what lead to his breakdown. Lastly, this spokesperson should address the public and their supporters’ concerns about the business continuity of the Invisible Children and the “action day” that is planned for April 20th of this year.


Because of the peculiarity of this event, the media has picked up on the story and is using it to justify the criticism of the campaign that was brought to light when the video first went viral. This also seems to justify their critiques of the organization and the intentions of the founders.  


4.       What level of crisis preparedness does the system appear to have?  


The organization did not seem very prepared for this crisis at all. They should have seen that Russell was “overworked and overstressed” and told him to take a break before he had his psychotic breakdown and ran through the streets of San Diego naked. If his breakdown was caused by all the criticism that his organization or campaign had attracted, the organization should have been prepared for this as this criticism came about in less than a day after the video went viral. Furthermore, the organization should have learned from the para-crisis that had started with the criticisms and been better prepared for this one. They should have made a public statement about the incident and posted it on social media.


5.       What personal reactions/feelings does the description trigger in you?


Although this event taking place is very sad because Russell seems to have good intentions and couldn’t cope with the public pressure and sudden limelight, I am not surprised that the organization went through some sort of crisis so early after they gained notoriety. As mentioned in my last blog post, the organization should have seen the criticisms as a para-crisis and should have prepared for an actual crisis by having a crisis management team and spokesperson. It is not likely that this scenario would have been thought of when they did their crisis planning, but they could have at least had some sort of crisis communication when it did occur. Invisible Children spends almost 30% of its funding on advocacy and campaigning. This should have alerted them to the fact that their primary and secondary stakeholders would be affected by the type of media coverage that their organization received. This is why they should have responded to this crisis right away and not refused to comment on it.  


6.       What advice would you offer to those involved? 


I would tell the Board, CEO and co-founders of the Invisible Children organization to put together a crisis management team and prepare a plan to deal with this and other possible crisis that could happen. Next, I would tell them to immediately draft a crisis communication plan and implement it through their own blog on their website, social media and traditional media. Finally, I would tell them to monitor other signs of crisis and ensure that they address these early, in the pre-crisis phase so that an event like this does not catch them off guard again.