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Crisis Management: A Case Study on Mumbai Terrorist Attack

Terrorism has assumed serious dimensions after the September 11 attack on the twin towers of
World Trade Centre in United States of America. The full blown up pictures of the abrupt vertical
collapse of the commercial might of USA was witnessed world over. Since then the periodical
attacks are aimed at various targets by the radical groups in various parts of the globe. Stringent
laws vis--vis nonpolitical swift handling of the terrorist attacks in some countries has yielded
deterrent results and the countries where able to overcome this menace. However, .casual
approach and resulted into heavy mortality and gave a setback to the growing economy.
Another attackmore than a couple of hundred dead and several hundreds injured in the
recently Mumbai terrorist attack. The regular phenomenon of terrorist attacks in India are
keeping everyone guessing as to who could be next victim of the flow of terror. Security forces
did a splendid job in evacuating every possible hostage but could not save many as they were
caught unaware but shown below is some strategic pattern by which we can actually earmark
where the next attack would be and when. This has been analyzed in the case study which
follows later in this research paper.
DEFINITION AND ANATOMY OF CRISIS
The real challenge is not just to recognize crises, but to recognize them in a timely fashion and
with a will to address the issues they represent. What are the early warning signs? What analysis
serves to give early warning of change and the possibility of a future national crisis? Again, the
challenge is not only to recognize the crisis but also to bring the complex factors into focus in
such a manner that individuals can understand and marshal the forces necessary to address the
situation.
A crisis has been defined as aturning point for better or worse, decisive moment, or crucial
time. A crisis can also be described asa situation that has reached a critical phase. A crisis is,
therefore, an unstable time or state of affairs in which a decisive change is impending either
one with a distinct possibility of a highly undesirable outcome, or one with a distinct possibility
of a highly desirable and extremely positive outcome. Any executive who can predict and plan
for a turning point in his or her organization stands a far better chance of capitalizing on that
opportunity than someone who allows the crisis to sneak up on him or her unprepared. Contrary
to popular belief, a crisis may not be necessarily bad. It is merely characterized by a certain
degree of risk and uncertainty (Fink, 1986).
Crisis management planning for a crisis, a turning point is the art of removing much of the
risk in uncertainty, thereby allowing those concerned to achieve more control over the destiny of
an organization, and thus creatively exercising the role of management leadership (Darling,
Shelton and Walker, 2002)

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Crisis Management at National Level:

Crisis management is a critical organizational function. Failure can result in serious harm to
stakeholders, losses for an organization and its very existence.
A crisis is defined as a significant threat to operation that can have negative consequences if not
handled properly. It can create three related threats 1) Public safety 2) Financial loss 3)
Reputation loss.
It damages the organization in terms of finance. The primary concern in a crisis has to be public
safety. If failure to address public safety intensifies the damage from crisis reputation and
financial concern are considered after public safety has been remedied.
Barton (2001), Coombs (2007a), and Fearn Banks (2001) have noted how a CMP saves time
during a crisis by pre assigning tasks, pre- collecting some information, and serving as a
reference source.
Barton (2001) identifies the common members of the crisis team as a public relations, legal
securities, operations, finance and human resources. Time saved because the team has already
decided on who will do the basic tasks required in a crisis.
Augustine(1995) notes that plans and teams are of little value if they are never tested. Mitroff,
Harrington and Gia (1996) emphasize that training is needed so that team members can practice
making decisions in crisis situation. Coombs (2007a) summaries the research and shows how
practice improves a crisis teams decision making and related task performance.
Models and theories associated with crisis management
Crisis Management Model
Successfully diffusing a crisis requires an understanding of how to handle a crisis before it
occurs. Gonzalez-Herrero and Pratt created a four-phase crisis management model process that
includes: issues management, planning-prevention, the crisis, and post-crisis (Gonzalez-Herrero
and Pratt, 1995).
Management Crisis Planning
No nation looks forward to facing a situation that causes a significant disruption to their mass
especially one that stimulates extensive media coverage. Public scrutiny can result in a negative
financial, political, legal and government impact. Crisis management planning deals with
providing the best response to a crisis. (12Manage, 2007)
Contingency Planning

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Preparing contingency plans in advance, as part of a crisis management plan, is the first step to
ensuring a nation is appropriately prepared for a crisis. Crisis management teams can rehearse a
crisis plan by developing a simulated scenario to use as a drill. The plan should clearly stipulate
that the only people to speak publicly about the crisis are the designated persons, such as the
nation spokesperson or crisis team members. The first hours after a crisis breaks are the most
crucial, so working with speed and efficiency is important, and the plan should indicate how
quickly each function should be performed. When preparing to offer a statement externally as
well as internally, information should be accurate. Providing incorrect or manipulated
information has a tendency to backfire and will greatly exacerbate the situation. The contingency
plan should contain information and guidance that will help decision makers to consider not only
the short-term consequences, but the long-term effects of every decision. (12Manage, 2007)
Structural-Functional Systems Theory
Considering a nation as an organization for a while when the crisis stuck..Providing
information to an organization or nation in a time of crisis is critical to effective crisis
management. Structural-functional systems theory addresses the intricacies of information
networks and levels of command making up organizational communication. The structuralfunctional theory identifies information flow in organizations as networks made up of
members and links. Information in organizations flow in patterns called networks (Infante,
Rancer, & Womack, 1997).
Diffusion of Innovation Theory
Another theory that can be applied to the sharing of information is Diffusion of Innovation
Theory. Developed by Everett Rogers, the theory describes how innovation is disseminated and
communicated through certain channels over a period of time. Diffusion of innovation in
communication occurs when an individual communicates a new idea to one or several others. At
its most elementary form, the process involves: (1) an innovation, (2) an individual or other unit
of adoption that has knowledge of or experience with using the innovation, (3) another individual
or other unit that does not yet have knowledge of the innovation, and (4) a communication
channel connecting the two units. A communication channel is the means by which messages get
from one individual to another (Infante et al., 1997).
Pre-Steps Involved In Crisis Management:
A crisis management plan has to be developed firstly and updated periodically.
Create and designate crisis management team and proper training should be provided.
Pre-draft select crisis management including content for dark websites and templates for crisis
statements have the legal department review and pre- approve these messages.

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Media person should be trained before hand to hand crisis effectively. Lerbinger (1997), FeranBank (2001), devote considerable attention to media relation in a crisis.
DONT DOs
Avoid the phrase no comment.
Avoid jargon or technical terms.
Avoid nervous habit that people interrupt or deception.
Avoid distracting nervous gestures such as pacing.
DOS
Present information clearly
Appear pleasant on camera
Media person need to have strong eye contact, limited disfluences uhmsor uhs.
Media person should have latest crisis information.
Be prepared to use internet as one of the channel for reaching public.
Be prepared to use unique websites or part of your websites to address crisis concern.
Disaster Scenario Networking and Networking Research Needs
The disaster scenario discussion identified networking challenges including:
Sensornet: An as hoc network of sensors configured for and attached to the existing
infrastructure. High bandwidth connections, e.g. gigabyte satellite to reach rural areas.
Heterogeneous environment of sensors, networking capabilities, and administrative structures
Dynamic environment and changing user requirements providing a need for new network
management and visualization tools and automatic reconfiguration, management and control.
Technology reuse: using surviving resources for purposes other than the primary purpose they
were designed for.
Data resources: Satellite sensors and deployed video sensors that produce data at the rate of
hundreds of megabytes per second. These data are used in modeling and by command centers.
Rapidly changing loads place emphasis on QoS based on media type (sensor data, voice, and
video) and user.

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Real-time modeling: Significant distributed computational and communications resources top

support now casting.
The disaster scenario discussion identified research needed to meet these challenges, including:
Interoperability
Organized sensor and networks will have to operate seamlessly with the existing infrastructure
and with each other to overcome existing incompatibilities, routing mismatches, and security
mismatches between different providers.
Robustness and dynamic reconfiguration
The infrastructure must be designed to cope with a wide variety of faults and dynamically
changing resources by providing resources and paths and the ability to actively reconfigure.
Redundant technologies should be used so that their failure modes are as distinct as possible to
decrease the probability of system failure.
Reuse of technologies
Reuse of wireless devices (including routing, spotcasting, ad hoc communication, sensing and
application software download) could help ensure that local resources are available during a
disaster response.
Reuse could also support functions needed to transform from short-term crisis management to
longer-term emergency response.
Self Organizing, Self-healing networks
Self- Organizing, self-healing network will expedite the organization of remaining and newly
deployed sensors and technologies to establish routes and to connect to the existing infrastructure
with minimal human intervention. The involvement and coordination of government agencies,
companies and individuals may require establishing a temporary administrative domain
including components from the different organizations.
Dynamic, adaptive, time-varying QoS
In a crisis response, bandwidth resources may not match the work load and work loads may vary
significantly over time and space. For example, time criticality and video quality requirement
may vary depending on whether its supports telemedicine or media are appropriate to the
application and network technologies.
Discovering resources and their locations
Establishing and ad hoc infrastructure and for disaster response require resource discovery such
as identifying and locating available links and their capacities; information, computational and

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other resources; and QoS capabilities to support priority information distribution and delivery of
telemedical resources.
Trust: Security, Privacy and Reliability
Issues of trust, encompassing security, privacy and reliability, pervade the disaster scenario. The
disaster response resources must provide differing levels of security, assurance and reliability
based on the needs of the end user and their applications such as medical data transmission and
patient privacy over heterogeneous, ad hoc networks and devices. Research needs to address:
Heterogeneity of parties involved: A major disaster will involve many government agencies
(local, state and Federal), companies and individuals. Disaster response networks must be
responsive to their diverse security and trust policies that may contain incompatibilities and
hinder sharing data and other resources. This issue can be further complicated if other sovereign
nations are involved.
Flexibility: Disaster responses may require temporary flexible modification or violation of
security and trust policies. For example- an emergency medical team may need to access patient
records for which it ordinarily would not have authorization.
Reuse of technologies: Technologies may be designed so they can perform actions in crisis that
are not their primary functions. They also need to be designed so they are not then susceptible to
third party invasion during normal times of operation using their crisis response capabilities.
False alarms: Research should be conducted on detecting a false alarm by an intruder and being
able to identify that intruder.
Network visualization and Network management
Current network visualization and management tools are not able to handle the ad hoc
heterogeneous networks needed for disaster response. New network monitoring and
measurement tools are needed to support visualization and management.
Spectrum conflicts
Spectrum conflicts that arise whenever different technologies (for example, Medium access
control (MAC)protocols and cellular standards) share the same portion of the spectrum will need
to be overcome.
Metrics and performance
Metrics are needed to measure the time to set up a network and the amounts of traffic supported
at different levels of QoS. Simulation and analysis tools are needed to deal with time dependent
response problems and networks with many orders of magnitude difference in speeds from one
part of the network to another. Solutions to the time dependent response problem should be

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evaluated in multiple way including simulation using benchmarks. In addition, training exercises
are needed to stress and test different solutions.
CRISIS RESPONSE
Public relation plays are critical role in crisis responses by helping to develop the messages that
are sent to public various public. Initial crisis response is what Government does and says after
the crisis hits.
Arpan and Korko-Ewoldren (2005) conducted a study that documented how a quick early
response allows an organization to generate greater credibility than a slow response.
Crisis management will make it easier for crisis management to respond quickly. Government
should be ready to provide stress and trauma counseling to victims of the crisis and their
families.
Master List of Reputation Repair Strategies:
Attack the accuser: crisis manager confronts the person or group claiming something is wrong
with the organization.
Denial: crisis manager asserts that there is no crisis.
Scapegoat: crisis manager blames some person or group outside of the organization for the crisis.
Excuse: crisis manager minimizes organizational responsibility by denying intent to do harm
and/or claiming inability to control the events that triggered the crisis.
Provocation: crisis was a result of response to some one elses actions.
Defeasibility: lack of information about events leading to crisis situation.
Accidental: lack of control over events leading to crisis situation.
Good intentions: organization meant to do well.
Justification: crisis manager minimizes the perceived damage caused by the crisis.
Reminder: crisis manager tell stakeholder about the past good works of the organization.
Intragation: crisis manager praises stakeholders for their actions.
Compensation: crisis manager offers money or gifts to victims.
Apology: crisis manager indicates the organization takes full responsibility for the crisis and asks
stakeholders for forgiveness.
CASE STUDY:

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Center for Strategic Analysis and Research (referred here to as CSAR) has taken up this
national task and find out a mathematical model for the analysis and evaluation of crisis
management.
According to the dates of terror attack plotted against the places of attack on a map of India- a
logical trajectory was observed which had a uniform angle of 26 degrees and the hyperbola was
lying on Visakhapatnam when the trajectory was extrapolated on wider scale the probable target
with linear terrorist operation were found to be LUCKNOW/ KANPUR and GOA/ PANAJI with
the striking dates as January 13 and March 26 respectively. The hyperbola falling on
Visakhapatnam reveals the bitter truth that a submarine of Pakistani origin was torpedo in the Jet
by INDIAN Forces.
The submarine PNS GHAZI was located in beneath the Visakhapatnam during the Bangladesh
Liberation War and that was destroyed by INS RAJPUT. To avenge the ruthless defeat at the
hands of INDIAN forces in 1971, the Pakistani army has developed a well planned trajectory to
demonstrate its military might with a clear demonstration of their covering the entire INDIAN
area.
Kindly look at the pattern below followed by terrorists:
S
NO.

DATE OF ATTACK

CITY OF ATTACK

13 MAY 2008

JAIPUR

JUNE- LEAN

26 JULY 2008

AUGUST- LEAN

13 SEPTEMBER 2008

OCTOBER- LEAN

26 NOVEMBER 2008

DECEMBER- LEAN

EXPECTED DATE-13 JAN 2009

10

FEBRUARY- LEAN

11

EXPECTED DATE- 26 MARCH 2009

AHEMDABAD

DELHI

MUMBAI

LUCKNOW, KANPUR

GOA

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12

GOD KNOWS!!!!!!!!

The Indian Government should keep this in mind and hopefully we shall be able to avert the next
terrorist attack on the country.
On 26 November, 2008, the world experienced the most publicized sudden crisis, which was
outbreak of anti social activity against common people of India. Total 183 people lost their lives
and 314 were seriously injured in almost three days of terror that unleashed on Mumbai starting
26 November 10 attackers.
At the same time Indian Government was blamed by foreign government, international
organizations & international press for being reluctant to admit the outbreak of terror attack.
Why?? One criticism was that the police force on the ground had World War II guns and
that the bullet-proof jackets of the force were sub-standard. Thats why we saw so many
casualties in the police force.
Modernization of the force is the need of the hour and should be at the top priority
So we need specialized teams in the police force to deal with such situations. But one must
understand that policemen and officers from nearest police stations will be the first ones to reach
the spot and will be the first in the firing line.
On bullet-proof jackets, Id like to point out that there is no bullet-proof jacket that can stop a
bullet fired from .303 rifles. In the case of modern assault rifles, if one gets hit from 10 metres,
then too the bullet can pierce the shield.
In the case of ATS chief Hemant Karkare, the bullet hit his throat, which is not protected by any
jacket, Additional Commissioner Ashok Kamate was not wearing the jacket as it hampers
mobility. Only in the case of Senior Inspector Vijay Salaskar did the bullet pierce his bullet-proof
jacket.
The Intelligence Bureau has confirmed that the attacks that took place in Mumbai on 26 Nov,
2008 might were an act of terror and aimed at disrupting peace and causing panic among
Mumbaikers.
The reason for IB to say that the terror attack is due to fact that operation was synchronized also
it was a serial firing and apart from security personal only terrorist had access to AK-47 rifles.
Also the purpose of this retrospective study is to examine the Indian Governments role in crisis
management during this terror attack.
Crisis management success stories:
Mumbai

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In 2008, 26 November, 9 terrorists attacked Taj hotel, Oberoi Hotel and Nariman House at
Mumbai and killed almost 200 people and about 300 were seriously injured in these three places.
It took three days for NSG commandos to overcome these terrorist. In the three days long fight,
the commandos were able to kill 8 terrorists and captured one injured. Despite the terror attack,
the basic feature of Mumbai as a safe and secure city for everyone, whether he is living in a slum
or is the CEO of a corporate giant, has not changed.
Parents in the city dont worry about their young professional daughters coming home late at
night in public transport. Having said that, there is no guarantee that this a better law-andorder situation in the city compared with other metros will protect you from a terror attack.
Tylenol (Johnson and Johnson)
In the fall of 1982, a murderer added 65 milligrams of cyanide to some Tylenol capsules on store
shelves, killing seven people, including three in one family. Johnson & Johnson recalled and
destroyed 31 million capsules at a cost of $100 million. The affable CEO, James Burke, appeared
in television ads and at news conferences informing consumers of the companys actions.
Tamper-resistant packaging was rapidly introduced, and Tylenol sales swiftly bounced back to
near pre-crisis levels (Dezenhall, 2004).
Johnson & Johnson was again struck by a similar crisis in 1986 when a New York woman died
on Feb. 8 after taking cyanide-laced Tylenol capsules. Johnson & Johnson was ready.
Responding swiftly and smoothly to the new crisis, it immediately and indefinitely canceled all
television commercials for Tylenol, established a toll-free telephone hot-line to answer consumer
questions and offered refunds or exchanges to customers who had purchased Tylenol capsules. At
weeks end, when another bottle of tainted Tylenol was discovered in a store, it took only a
matter of minutes for the manufacturer to issue a nationwide warning that people should not use
the medication in its capsule form (Rudolph, 1986).
Odwalla Foods
When Odwallas apple juice was thought to be the cause of an outbreak of E. coli infection, the
company lost a third of its market value. In October 1996, an outbreak of E. coli bacteria in
Washington State, California, Colorado and British Columbia was traced to unpasteurized apple
juice manufactured by natural juice maker Odwalla Inc. Forty-nine cases were reported,
including the death of a small child. Within 24 hours, Odwalla conferred with the FDA and
Washington state health officials; established a schedule of daily press briefings; sent out press
releases which announced the recall; expressed remorse, concern and apology, and took
responsibility for anyone harmed by their products; detailed symptoms of E. coli poisoning; and
explained what consumers should do with any affected products. Odwalla then developed
through the help of consultants effective thermal processes that would not harm the products
flavors when production resumed. All of these steps were communicated through close relations
with the media and through full-page newspaper ads (Dwyer, 1998).

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Mattel
Mattel Inc., the countrys biggest toy maker, has been plagued with more than 28 product recalls
and in Summer of 2007, amongst problems with exports from China, faced two product recall in
two weeks. The company did everything it could to get its message out, earning high marks
from consumers and retailers. Though upset by the situation, they were appreciative of the
companys response. At Mattel, just after the 7 a.m. recall announcement by federal officials, a
public relations staff of 16 was set to call reporters at the 40 biggest media outlets. They told
each to check their e-mail for a news release outlining the recalls, invited them to a
teleconference call with executives and scheduled TV appearances or phone conversations with
Mattels chief executive. The Mattel CEO Robert Eckert did 14 TV interviews on a Tuesday in
August and about 20 calls with individual reporters. By the weeks end, Mattel had responded to
more than 300 media inquiries in the U.S. alone (Goldman and Reckard, 2007).
Lessons learned in crisis management
Impact of Catastrophes on Shareholder value
One of the foremost recognized studies conducted on the impact of a catastrophe on the stock
value of an organization was completed by Dr Rory Knight and Dr Deborah Pretty, (1995,
Templeton College, University of Oxford commissioned by the Sedgewick Group). This
undertook a detailed analysis of the stock price, (post impact), of organizations that had
experienced catastrophes. The study identified organizations that recovered and even exceeded
pre-catastrophe stock price, (Recoverers), and those that did not recover on stock price, (Nonrecoverers). The average cumulative impact on shareholder value for the recoverers was 5% plus
on their original stock value. So the net impact on shareholder value by this stage was actually
positive. The non-recoverers remained more or less unchanged between days 5 and 50 after the
catastrophe, but suffered a net negative cumulative impact of almost 15% on their stock price up
to one year afterwards.
One of the key conclusions of this study is that Effective management of the consequences of
catastrophes would appear to be a more significant factor than whether catastrophe insurance
hedges the economic impact of the catastrophe.
While there are technical elements to this report it is highly recommended to those who wish to
engage their senior management in the value of crisis management
Bhopal
The Bhopal disaster in which poor communication before, during, and after the crisis cost
thousands of lives, illustrates the importance of incorporating cross-cultural communication in
crisis management plans. According to American Universitys Trade Environmental Database
Case Studies (1997), local residents were not sure how to react to warnings of potential threats

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from the Union Carbide plant. Operating manuals printed only in English is an extreme example
of mismanagement but indicative of systemic barriers to information diffusion. According to
Union Carbides own chronology of the incident (2006), a day after the crisis Union Carbides
upper management arrived in India but was unable to assist in the relief efforts because they
were placed under house arrest by the Indian government. Symbolic intervention can be counter
productive; a crisis management strategy can help upper management make more calculated
decisions in how they should respond to disaster scenarios. The Bhopal incident illustrates the
difficulty in consistently applying management standards to multi-national operations and the
blame shifting that often results from the lack of a clear management plan (Shrivastava, 1987).
Ford and Firestone Tire and Rubber Company
The Ford-Firestone dispute transpired in August 2000. In response to claims that their 15-inch
Wilderness AT, radial ATX and ATX II tire treads were separating from the tire coreleading to
grisly, spectacular crashesBridgestone/Firestone recalled 6.5 million tires. These tires were
mostly used on the Ford Explorer, the worlds top-selling sport utility vehicle (SUV) (Ackman,
2001).
The two companies committed three major blunders early on, say crisis experts. First, they
blamed consumers for not inflating their tires properly. Then they blamed each other for faulty
tires and faulty vehicle design. Then they said very little about what they were doing to solve a
problem that had caused more than 100 deathsuntil they got called to Washington to testify
before Congress (Warner, 2002).
Exxon
On March 24, 1989, a tanker belonging to the Exxon Corporation ran aground in the Prince
William Sound in Alaska. The Exxon Valdez spilled millions of gallons of crude oil into the
waters off Valdez, killing thousands of fish, fowl, and sea otters. Hundreds of miles of coastline
were polluted and salmon spawning runs disrupted; numerous fishermen, especially Native
Americans, lost their livelihoods. Exxon, by contrast, did not react quickly in terms of dealing
with the media and the public; the CEO, Lawrence Rawl, did not become an active part of the
public relations effort and actually shunned public involvement; the company had neither a
communication plan nor a communication team in place to handle the eventin fact, the
company did not appoint a public relations manager to its management team until 1993, 4 years
after the incident; Exxon established its media center in Valdez, a location too small and too
remote to handle the onslaught of media attention; and the company acted defensively in its
response to its publics, even laying blame, at times, on other groups such as the Coast Guard.
These responses also happened within days of the incident (Pauly and Hutchison, 2005).
Public sector crisis management

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India, America, is not the only community that is vulnerable to the perils of a crisis. Whether a
terrorist attack, a school shooting, a public health crisis or that leaves the public seeking comfort
in the calm, steady leadership of an elected official, no sector of society is immune to crisis. In
response to that reality, crisis management policies, strategies and practices have been developed
and adapted across multiple disciplines.
Government and crisis management
Historically, government at all levels local, state, and national has played a large role in crisis
management. Indeed, many political philosophers have considered this to be one of the primary
roles of government. Emergency services, such as fire and police departments at the local level,
and the United States National Guard at the federal level, often play integral roles in crisis
situations.
To help coordinate communication during the response phase of a crisis, the U.S. Federal
Emergency Management Agency (FEMA) within the Department of Homeland Security
administers the National Response Plan (NRP). Similarly in India. ATS (Anti Terrorist Squad) is
there to fight and protect the nation against the terrorism. This plan is intended to integrate public
and private response by providing a common language and outlining a chain-of-command when
multiple parties are mobilized. It is based on the premise that incidences should be handled at the
lowest organizational level possible. FEMA offers free web-based training on the National
Response Plan through the Emergency Management Institute.[1]
CONCLUSION:
It is difficult to distill all that is known about crisis management into one, concise entry. I have
tried to identify the best practices and lessons created by crisis management researchers and
analysts. While crisis begin as a negative/threat, effective crisis management can minimize the
damage and in some case allow an organization to emerge stronger than before the crisis.
However, crisis are not the ideal way to improve an organization. But no organization is immune
from a crisis so all must do their best to prepare for one. This entry provides a number of ideas
that can be incorporated into an effective crisis management program.
The world is not undergoing a crisis in the system but a crisis of the system in which the real
economy has become subservient to financial economy. All solutions must be based on this
underling truth. Nothing less than a Global Round on a Reconstructed Economic Order is
required to address an integrated reform and restructuring of the global economy- including
finance, trade, investment, production, corporate codes of conduct, labor standards, systemic risk
and environmental regulation. The efforts of the G20 are puny compared to the comprehensive
and serious process appropriate to the scale of these converging crises of the 21st century.
Acknowledgement:

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The author would like to thank all the member of Centre for Strategic Analysis & Research who
contributed to the 2000 similar incident report upon which this and other papers in the crisis
management series are based. The author would also like to thank Dr. M. C. Saxena and Dr. H.
M. Srivastava, for their excellent guidance and constant encouragement. The author also give her
sincere regards to Er. L. Shekhar, Mr. Vishal Saxena, Er. Priya Bhatnagar, Er. Anand Rai for their
untiring co operation all through the way.The author take this opportunity to thank all staff
members of Electronics and Communication Department of Dr M.C. Saxena College of
Engineering And Technology for providing their moral support.