1. Is a strong presence incompatible with transparency?

Crisis situations call for both a strong presence to "occupy the field" and a high degree of transparency. The easiest way to resist dramatization of a situation is to focus on how we handle the process, communicating how we deal with problems rather than the problems themselves. It's rarely the problems themselves that cause difficulties, but the way we react and deal with them, according to the way our interlocutors see us.

Technical culture is at play here with a regularity that is rarely denied. The manager says to himself: "When I know precisely, I'll inform". In a crisis, this means informing at the very end of the crisis. This will mean failure, extremely quickly. Being responsible therefore means taking the bad news upon oneself, protecting others, and incidentally protecting one's organization from any bad image. What's the model to follow?