The unintended outcome of Japan’s successful nuclear PR

About two weeks ago, I read an article on Japan’s nuclear safety myth in NYT. In essence, the writer was talking about the amount of resources that are spent on convincing the public on the safety of using nuclear energy. The relevant authorities and/or the companies operating the power plants appear to spare no effort in achieving this goal to the extent that they created information centre that looks a lot like theme parks with characters to appeal to children.

The interesting part of the article is its argument that these public relations exercises are so successful that they start to have the same effect on the planners in addition to the general public that they intend to convince. In other words, people who are involved in the exercises begin to believe that what they are selling to the public is true. As a result, even the authorities and/or companies begin to become complacent and neglect the need to improve safety protocols, infrastructure, etc. To me, this is something extraordinary because you end up being enslaved by the very information that you create.

This brings me to a question about the circumstances on how this may happen considering that we are humans endowed with the ability to enquire. In this case, the original reason for having these exercises appears to have been lost in time, either accidentally or deliberately. One may think that sometime in the process, people who knew the original reason were no longer involved and when they left the scene, they somehow did not manage to pass this on to the subsequent planners. While this information blackout is ideal from the perspective that if you want to convince others, you jolly well convince yourself first, it may have undesirable consequences. One wonders whether the Fukushima incident would have been better handled or even prevented.