Audience-Targeted Communication: Chilean Copper Mine Collapse Case Study

Lack of properly working equipment, employers failing to meet regulations, and the lack of rescue measures. The only survivor, McCloy, stated that "At least four of the rescuers’ emergency oxygen packer were not functioning” (Sago Mine Disaster, p. 4). All equipment, including rescue devices, should be tested to insure that they are functioning properly. If the emergency oxygen packer was functioning properly, there could have been more survivors of the explosion. While trying to increase the amount of profit made, employers often find ways to spend less money. In Sago Mine Disaster, it is discussed that, although it does not meet the requirements, state officials approved the use of foam to seal the mine. “U.S. Mine Safety and Health Administration rules seals to be built using “solid concrete blocks” or alternate materials that will withstand 20 pounds per square inch of pressure” (p. 7). Although seals are required to withstand 20 pounds per square inch, the foam could only withstand ¼ of that (Sago Mine Disaster, p. 7). The miners were not given proper rescue equipment. Another problem with the rescue measures becomes apparent when looking at the timeline after the explosion. Specialized mine rescue crews were not notified until 8:04 p.m. and MSHA was not informed until 8:30 p.m. It should not take an hour in a half to begin contacting help. The miners were obviously exploited in so many

Financial assistance would be the number one need, spiritual, and counseling to help them cope with the accident. The company must keep the families updated with the progression of the rescue mission. The representative must make sure the information that will be communicated to the families is current and correct. However, the President Sebastiàn Piñera took the initiative to use his communication skills to inform and to keep the miners' families, and the community at peace.

John Bartlow Martin in his case study exams the Centralia No.5 coal mine disaster on March 25,1947. This explosion occurred near the town of Centralia, Illinois, killing 111 mine workers. The detonation of the mine was caused of heavy deposits coal -dust along the roadway and entrances which over time exploded. Tunnel fires killed most miners, other were trapped and died with accumulating of poison gas. The explosion of Centralia No.5 can be blamed cause of lack of mine safely which this tragedy could have been prevented if the basic standards were followed.

The representative of the company who will be communicating with the family members needs to make sure that every family needs would have been met. Financial assistance would be the number one need, spiritual, and counseling to help them cope with the accident. The company must keep the families updated with the progression of the rescue mission. The representative must make sure the information that will be communicated to the families is current and correct. However, the President, Sebastiàn Piñera took the initiative to use his communication skills to inform and to keep the miners' families, and the community at peace.

The miners had some idea of the risks of working in the Upper Big Branch mine however that is not enough for them to be held any responsibility for their own deaths. Don Blankenship had released a memo to the managers specifically stating to ignore wasting time responding to requests to fix things. Managers then would be afraid to object to Don Blankenship requests since they could get fired. During

The key takeaways from this case are the importance of having a decision making process in place, as well as not relying on bias to fix a situation. There should have been policies and procedures in place so that when disaster strikes there are guidelines to follow. The model for rational decision making could have been followed. The problem should have been identified, general alternative solutions should have been discussed, evaluate alternatives and select a solutions, and then finally implement and evaluate the solution that was chosen. Had BP and Transocean had effective communication the oil rig may not have caused such a disaster (Kreitner & Kinicki, 2013).

The owner of the mine was informed that the mine was losing it's stability, instead of listening to these warnings, he chooses to ignore them. The mine collapses shortly after. The miners are trapped after the only path out of the mine is blocked.

To the families of the 33 miners that are trapped in a copper mine that collapsed in Chile:

Through the 17 days that no one knew the fate of the miners, the only things that people had to go on was hope. The owners/relations and the authorities should keep the information they receive in a positive manner for the employees and the families to give the hope they are still alive.

A key cause of this disaster was the lack of adequate communication between BP and Transocean. BP did not share critical information with its contractors, and contractors did not share critical information with BP. As a result, employees often made critical decisions without a full approval for the context in which they were being made. Decision making processes did not sufficiently ensure that personnel fully considered the risks created by time and money saving decisions. There is nothing wrong with choosing a less costly or less time consuming alternative as long as it is proven to be equally safe. The problem is that, at least in regard to BP’s team, there appears to have been no formal system for ensuring that alternative procedures were

It had only been three weeks that I started working for Everest ER, a clinic operated at 17400 ft in the Himalayas. Our logistics manager told our medical team that he saw a massive avalanche falling on the queue of around two hundred Sherpa porters, who were carrying loads to Camp One at 19680 ft.Without having any time to soak in the news of the disaster, we immediately started our preparation to receive the casualties. We had no idea about the types of injuries and the number of peopIe affected. Even worse, we feared that the deaths could be much higher. Our team of doctors, paramedics and trained rescuers present on the Base Camp worked in a coordinated fashion. After 12 long hours between helicopter rescues and

Public safety priority focus on refining crisis management and crisis communications plans at all levels of the corporation to reflect lessons learned from an incident at a coal facility that is formerly owned by Sheritt. Also the company continues to work with stakeholders to facilitate alignment in communication activities. Rewarding workplace, Sherritt tries to attract and retain talents in a competitive marketplace to enhance Sherritt’s employment brand. Also the company focuses on increase development and delivery of leadership training. Moreover, strengthen workplace culture at existing operations and foster employee engagement is well respected. Training and Development, the company focus on skills training, professional development and staff custody has enabled the company to maintain an experienced, reliable workforce. Sherritt encourages both new certificates for its workers as well as regular upgrades to their skill sets. A highly skilled workforce helps Sherritt maintain its competitive

I’m sure you have all heard about the collapse of the mine, and are concerned. We are doing everything we can to try to get to the workers trapped inside the mine, however the tunnel collapsed and we do not want to cause more to collapse. We will have rescue workers and experts looking into how we can get to the emergency shelter where we hope that they reached. We will keep you updated on what is happening with the efforts as we know more.

This case study mainly focuses on Arctic mining consultants of geological mines, its management and organizational behavior particularly with much emphasis on the employees who are coordinated by Parker (Case study). Tom Parker, 43, is now a field technician and coordinator for Arctic Mining Consultants. He is experienced in this field since he has worked with headstone installer and prospectors among other companies. He worked as a ranch hand, high steel rigger, headstone installer, prospector and geological field technician. Now he is responsible for hiring, training and supervising field assistants for all Arctic Mining Consultant’s programs. He has experience in mineral exploitation, trenching and installation of grid. For this project Parker will be acting as team manager though this is not his normal role. Tom has hired three people to work for him on a past project at Eagle Lake, John Talbot, Greg Boyce, and Brian Millar. He wants to enforce these policies to his fellow workers due to his powerful influence without considering their abilities. This is what has resulted to issues of organizational behavior not being put in consideration in a bid to fulfill his ambitious goals (Theresa, Devansheesh, Andrew & Melanie, 2011). The project stipulates that within a seven day window the team stakes 15 claims, 60 miles in total, which would be an average of 7.5 lengths per day among the four team members. These stipulations also include mobilization and demobilization. Mr.

Consideration of the communication needs of the different individuals interested in the collapse of the San Jose mine would require tailoring detailed strategies for the various different groups based on their roles. These groups would include families, workers and the general public. This implies that the speaker would be an executive from Compañia Minera San Esteban Primera, the owner and operator of the San Jose mine (Reuters, 2010a, n.p.). The firm would want an executive to speak to all groups because considering the number of lives at risk and individuals affected connected to those trapped in the mine, communication from a representative with less standing would be seen as a minimization of the importance of this disaster. This is implied by the executive level of the national Chilean leadership participating in and commenting on rescue attempts, which include the President of Chile and the Minister of Mining (Reuters 2010a). Sending any speaker less than the rank of executive would imply the owner/operator took this less seriously than the national government itself.