Abstract

This paper applies an eight-step model of crisis management to the Gulf Oil disaster and discusses potential legal liabilities for BP. The eight steps are: ascertaining the facts, portraying the problem, allocating responsibility, responding to critics, adopting new policies, implementing new procedures, utilizing political/legal tactics, and costs in money and credibility. While crisis management responses often fall into either uniformly positive or uniformly negative patterns and outcomes, the BP case falls into a more complex pattern, where the company did some things well and other things poorly, with BP making its worst mistakes in the pre-crisis stage. After examining BP’s response, the longer version of this paper examines the regulatory role and the application of the capture theory to the Minerals Management Service of the Department of Interior. That section and associated references are available upon request to the author.