Americans are more easily and frequently frightened by radiation than any other subject.
It didn't start that way. The nuclear power industry was born out of America's post-World War II desire to bring the world peacetime uses for nuclear energy. Americans were
genuinely excited and optimistic about nuclear-powered appliances, cars, airplanes, ships, and more. Children in the late '50s, '60s, and '70s (like me) wanted to be physicists.
In the classroom, we explored the power of the atom and how atomic energy was going to help us lead wonderful lives.
Then came Three Mile Island on March 28, 1979. The Exxon Valdez tragedy ten years later pales in comparison to the lying, politicking, and arrogant foolishness supported by an
entire industry during that horrendous screw-up. The classic description appeared in The Wall Street Journal, a front-page story detailing how two enterprising Philadelphia
Enquirer reporters listened at a hotel room keyhole while company officials and public relations advisors appear to plot against the public by withholding crucial information.
In one afternoon, America lost its innocence; a kind of dread set in about nuclear energy that has lasted more than a generation.
Maybe enough time has passed. Add the flaws of energy deregulation, plus our nation's surging need for electricity, and a ripe opportunity for putting nuclear energy back on
the nation's energy policy radar screen emerges. Suddenly, the nuclear industry has another chance to rescue itself.
Can it learn from its past mistakes? Or will we again see psychographics like cows, innocuous blue skies, and other vacuous wandering generalities? The prescription for a fair
shot at success involves a significant reduction in arrogance, a focus on open, frank discussion, operations and plans abundantly available to community scrutiny and independent
expert oversight and commentary. Will we see meaningful engagement with all the social segments these decisions will dramatically affect?
The need for significantly improved relationships with communities, not to mention nuclear facility employees, is perhaps the most crucial ingredient - even more than the
science. The industry's success or failure is tied to the community's performance assessment of aging nuclear power plants being relicensed for another life cycle - some for as
long as 25 years. The odds are that one of these tired plants will have some serious mishap soon. Is the "new" industry capable of pre-emptively pouncing on problematic
facilities, fixing them immediately and instantly dealing with problems that occur? Recent nuclear power plant sales have revealed serious technical and operational issues that
need to be addressed promptly.
The story of safer nuclear energy through newer, better, smaller, more technologically sound plant designs, and benefits that outweigh risks needs to be told. The old formula
that involved deals behind closed doors -- albeit White House doors -- will no longer be tolerated. Community acceptance is the only pathway to success. And throw in some
luck.
I suggest the industry test every assumption about why the public should now accept nuclear energy against current attitudes, behaviors, and reactions. Answers must be found to
questions about energy alternatives, the use of nuclear energy now, internal and external safety, waste disposal and the industry's limited liability. The industry must be
prepared to move into high gear when trouble occurs at any nuclear facility, especially in the U.S. The industry must also be prepared to explain, carefully and promptly,
instances in other parts of the world, particularly in Europe, where attempts are underway to bring troubled new facilities online, some using U.S. technology and know-how.
It's about health and safety, property values, environmental threats, peace of mind, freedom from fear, absence of conflict, and pride in community. If the focus is all
science and engineering, nuclear's rebirth will be a stillbirth.
James E. Lukaszewski APR, Fellow PRSA, is chairman of The Lukaszewski Group, a consultancy specializing in crisis communication management, and has pioneered the field of
litigation visibility management. He has recently authored, in collaboration with the PRSA, a three-volume crisis management strategy series, available through http://www.prandmarketing.com. Reach Jim at [email protected] or 914/681-0000.