Hospitals Under Pressure : Managing Crises with Care Building a collective network of responsibility for patient care and public trust

Surjit Khaidem
Hospitals are often imagined as sanctuaries of healing, places where science and compassion come together to save lives. But in reality, they are also high-pressure institutions where emotions, expectations, and social dynamics constantly interact. In a sensitive State like Manipur, where tensions can rise quickly, even a small incident within a hospital can snowball into a full-blown crisis. It may be an unexpected death in the emergency ward, a delay in a medico-legal case, an accident that brings multiple injured patients at once, or a sudden shortage of oxygen cylinders. At other times, a misleading social media post can ignite anger outside hospital walls. In each case, the immediate concern is medical—but what determines whether the situation escalates or stabilizes is the hospital’s ability to manage the crisis through coordinated action and clear communication. This is why crisis management is no longer a supple- mentary function of hospitals—it is central to their survival and credibility.
Crisis Management: A Collective Network of Responsibility
A hospital crisis cannot be managed by one person or one department. It requires a collective network of responsibility, where every unit has a defined role and accountability.
Hospital Administration
Administrators form the leadership backbone during crises. Their role is to activate crisis protocols, ensure that policies are followed, and engage external agencies such as law enforcement, local Government, and NGOs if necessary. Administration provides direction and maintains discipline within the hospital at a time when confusion can easily set in.
Medical Teams
Doctors and specialists are at the heart of crisis response. Their primary task is to provide treatment swiftly and effectively, but their responsibility also extends to communicating with families. An honest and transparent explanation of medical conditions often prevents speculation and mistrust. Nurses, meanwhile, are the closest to patients and attendants; their empathy and reassurance can calm panic before it spreads.
Support Services
Behind the scenes, pharmacy, laboratory, diagnostic units, and blood banks form the invisible lifelines of crisis management. A delayed test result or shortage of supplies is not only a medical risk but also a social trigger. When a patient’s family perceives neglect or inefficiency in these services, frustration rises. Smooth logistics are therefore as essential as medical expertise.
Security and Monitoring Staff
Hospitals are public spaces, and in moments of high tension they can become crowded and volatile. Security personnel maintain order, protect vulnerable areas such as ICUs and operation theatres, and ensure staff safety. Monitoring staff, on the other hand, observe patient flows and crowd behaviour to identify early signs of unrest. Their vigilance often allows administrators and PR teams to intervene before problems escalate.
Public Relations (PR) and Communication Cell
Perhaps the most underestimated yet most vital unit in crisis management, PR acts as the bridge between the hospital and the public. When families are anxious or grieving, silence from the hospital creates suspicion. The PR cell ensures timely updates, listens to grievances, and provides media with accurate accounts. Just as importantly, PR coordinates internal communica- tion across departments so that the hospital speaks with one clear and compassionate voice.
The PR Role: Bridge and Coordinator
The value of PR in hospitals is most visible during moments of distress. Families waiting outside an ICU want not only medical updates but also empathy. The media seeks clarity before reporting. The wider community, especially in a connected society like Manipur, watches closely for signs of fairness, transparency, or negligence.
The PR unit therefore has dual responsibilities
Externally: To communicate with families, engage with media, and monitor social platforms where misinformation can spread rapidly.
Internally: To coordinate with doctors, adminis- trators, and support staff so that communication and action remain consistent.
This dual role makes PR both a bridge to the public and a commanding coordinator within the hospital. In a State where public emotions are intense and trust in institutions is fragile, this role is indispensable.
Breakout Box: Five Essentials of Crisis Management in Hospitals
Clear Leadership–Admi- nistration must lead decisively with established protocols.
Medical Transparency–Doctors and nurses should communicate facts honestly and empathetically.
Logistics Readiness–Pharmacies, labs, and supply chains must function without interruption.
Security & Monitoring–Staff must ensure safety, order, and crowd management.
Effective PR–A communication bridge to families, media, and community, ensuring trust and calm.
Why Crisis Management is the Need of the Hour in Manipur
Manipur’s unique social and political environment makes hospitals particularly sensitive spaces. A single incident mishandled can ripple outward into the streets, sparking agitation and unrest. For example, delays in handing over medico-legal cases can be interpreted as negligence or bias. An unexplained death in the ICU may lead to anger among families if they feel they have not been heard. Social media, while useful for sharing information, can quickly magnify such incidents, often without context.
In these situations, a hospital’s reputation, staff morale, and even its ability to deliver uninterrupted services come under strain. Crisis management is therefore not only about protecting the institution but also about safeguarding public peace and ensuring continuous care for all patients.
Building a Culture of Preparedness
Crisis management is not about reacting only when something goes wrong; it is about being prepared every day. For hospitals in Manipur, this means:
1. Establishing crisis management committees with clear roles for all departments.
2. Conducting regular training and mock drills so that staff know how to respond under pressure.
3. Strengthening grievance redressal systems led by PR to resolve issues early.
4. Ensuring logistics readiness with adequate supplies of medicines, oxygen, and emergency equipment.
5. Building communication protocols that integrate administration, medical teams, support units, and PR seamlessly.
6. Using technology and monitoring systems to track patient movement, grievances, and public sentiment.
Preparedness also means building trust proactively. Hospitals must engage communities not just during crises but also through health awareness programs, patient education, and transparent communication about their services.
Conclusion
A hospital is more than a building of wards and operating theatres. It is a pillar of public trust. In Manipur, that trust is fragile, shaped by history, sensitivity, and community expectations. To protect it, hospitals must look beyond medicine and embrace crisis management as a core part of healthcare.
Effective crisis management is a collective responsibility. Administrators provide leadership, doctors and nurses deliver care, support units ensure smooth logistics, security maintains order, and PR bridges communication. Among these, the PR unit plays the unique role of both bridge and coordinator—ensuring that in moments of crisis, the hospital does not fall silent but instead speaks with clarity, compassion, and credibility.
By strengthening crisis management structures, training staff at every level, and institutionalizing PR as a central component, hospitals in Manipur can safeguard not only patient lives but also public peace and confidence. Hospitals under pressure must remember: to heal bodies is their duty, but to heal trust is their responsibility.
The writer is PRO, Shija Hospital