The Nuclear Accident at Three Mile Island a Practical Lesson in the Fundamental Importance of Effective Communications
- Principal Polestar Applied Technology, Inc., Los Altos, California (United States)
The Three Mile Island Unit 2 (TMI-2) accident in March 1979 had a profound effect on the course of commercial nuclear generation in the United States and around the world. And while the central elements of the accident were matters of nuclear engineering, design and operations, its consequences were compounded, and in some respects superseded, by extraordinarily ineffective communications by all parties at all levels. Communications failures during the accident and its aftermath caused misunderstanding, distrust, and incorrect emergency response - and seeded or reinforced public opposition to nuclear power that persists to this day. There are communications lessons from TMI that have not yet been fully learned, and some that once were learned but are now gradually being forgotten. The more glaring TMI communications problems were in the arena of external interactions and communications among the plant owner, the Nuclear Regulatory Commission (NRC), the media, and the public. Confusing, fragmented, and contradictory public statements early in the accident, regardless of cause, undermined all possibility for reasonable discourse thereafter. And because the TMI accident was playing out on a world stage, the breakdown in public trust had long term and widespread implications. At the plant site, both TMI-2 cleanup and restart of the undamaged TMI-1 unit met with years of public and political criticism, and attendant regulatory pressure. Across the nation, public trust in nuclear power and those who operate it plummeted, unquestionably contributing to the 25+ year hiatus in new plant orders. There were other, less visible but equally important, consequences of ineffective communications at TMI. The unplanned 'precautionary' evacuation urged by the governor two days after the accident - a life changing, traumatic event for thousands of residents - was prompted primarily by misunderstandings and miscommunications regarding the condition of the plant. And today, nearly 30 years after the event, many in our nuclear industry have insufficient knowledge or regard for the underlying nuclear safety vulnerabilities revealed by the accident, in part because these have not been well explained. From this single, compelling experience, many lessons can be drawn. Some of these were recognized early and taken to heart by those who own and operate nuclear plants - but over time, respect for their importance has given way somewhat to the seemingly more urgent practicalities of plant cost, schedule and production goals. In other cases, the lessons have remained largely obscure. This paper will describe in greater detail the communications aspects of the TMI accident, lessons that can be drawn from them, and their implications on current and future nuclear facility operation. The paper reflects the author's personal, direct experience as part of the accident response team and subsequent cleanup operations at TMI. In summary: The Three Mile Accident was the most severe nuclear accident in U.S. history. It also is perhaps the most studied industrial accident of any kind in U.S. history. Exhaustive examinations of the public health consequences of the accident show convincingly that the effects of radioactivity releases, if any, were imperceptibly low. It is generally agreed, however, that there have been perceptible health consequences from the TMI-2 accident - those linked to stress. Stress to members of the public, particularly those living near the plant, was unquestionably high. And for some the combination of rumor, confusion, contradictory reports and uncertainty, all leading to an evacuation recommendation from the governor, took a toll. It could be argued that the ineffective internal and external communications during the course of the event were as influential to the outcome as the equipment and operational breakdowns that are now so well understood. And for that reason alone, this accident points out that communications capabilities - staffing, systems, facilities, training - can be as important to protection of the public, the plant and the environment as are the plant material and technical issues that receive constant attention. (authors)
- Research Organization:
- WM Symposia, 1628 E. Southern Avenue, Suite 9 - 332, Tempe, AZ 85282 (United States)
- OSTI ID:
- 21323101
- Report Number(s):
- INIS-US-10-WM-08313; TRN: US10V0532064292
- Resource Relation:
- Conference: WM'08: Waste Management Symposium 2008 - HLW, TRU, LLW/ILW, Mixed, Hazardous Wastes and Environmental Management - Phoenix Rising: Moving Forward in Waste Management, Phoenix, AZ (United States), 24-28 Feb 2008; Other Information: Country of input: France
- Country of Publication:
- United States
- Language:
- English
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