other because the thoughts of several people are bound to cover a wider range 

 of possibilities and options than the thoughts of one person. 



The third level involves role playing. Cases are set up with particular 

 viewpoints built into each role, and participants have the opportunity to 

 handle them in a practice session. This method is good because it allows 

 participants to learn in a no-risk atmosphere, to try out different styles, 

 and to get private, direct feedback on their performance. Its effectiveness 

 does, however, depend on the expertise of the person who makes up the cases 

 and the willingness of the participants to use their imaginations and ener- 

 gies to learn. 



If role playing is used, the traditional system, in which two people 

 go to the front of the room while everyone else sits and feels smug, should 

 not be used. Dyads, involving groups of two, are preferable. The partici- 

 pants should be given a choice of three cases, usually at different levels of 

 difficulty. Everyone should go to work at the same time. Each person has an 

 audience of one, and each partner both receives and gives "feedback." In a 

 group of 100 with 50 people talking at once, no one has time to worry about 

 how some other set of partners is doing, and the "learning-by-doing" ratio 

 can approach 100 percent. 



The fourth and ultimate level is simulation. Properly set up, simula- 

 tion comes very close to the real thing and handled well offers enormous 

 possibilities for learning. Simulation allows the participants to see what 

 works and what does not work, which is the "bottom line" in any activity. 



There is an overall contingency plan written to cover a broad spectrum 

 of crisis situations. Every general contingency plan, however, requires 

 specifics. Regardless of how complete, how thorough, and how descriptive 

 the guidelines in a general plan may be, implementation can only be done 

 adequately at the local level to fit the local situation. Also, every con- 

 tingency plan needs local job identification. 



All plans, both general and specific, work best when thoroughly under- 

 stood by the Field Response Coordinator in advance. It is very difficult 

 to decipher material, to try to figure out what something means, when the 

 "roof is caving in" and people and events are coming at you from every di- 

 rection. It is important to be familiar with as much of the plan as 

 possible in advance. In addition, every plan, no matter how well written 

 and complete, needs to be reviewed and updated periodically. People change 

 jobs or responsibilities; the local situation changes. A plan that was 

 exactly what was needed 2 years ago is out of date. 



DURING 



When the crisis occurs, first it is necessary to get the "facts." With- 

 out the facts, the wrong action could be taken or the wrong problem solved. 

 Assuming that the facts have been obtained, and the crisis rehersal homework 



143 



