There is a basic concept of advertising and marketing that tp49 has reminded us of: that the way people understand a message is primarily based on belief, not facts. This is why repetition –over and over and over– is so important in advertising and in dealing with the public. It’s not that people are the idiots they sometimes resemble; it’s that people are believers first, and listeners second.
For example, I just got off the south-bound Texas Eagle yesterday (4 September), which was being detoured around Marshall and Longview to accommodate some UP track repairs. Even after frequent and numerous repetitions over the intercom and individual, face-to-face notifications that passengers destined for these two stops had to get off in Texarcana, chaos was the rule among those affected by the detour. Handing out notifications would only add to the confusion. It’s up to the crew to deal with the situations in an effective way as they present themselves. Sadly, there is a great deal of variability among Amtrak employees in this kind of ability. I’ve seen some outstanding (some of the best I’ve ever seen in any situation) as well as some abysmal recovery routines surrounding some of the extended delays and disruptions of the Sunset Limited, a train I take often in spite of its reputation. At the end of the day, handling these kinds of messy situations is a teachable skill that Amtrak should teach to all its senior crew members.
About a year ago I was on the west-bound Sunset Limited when it suffered one of its San Antonio fiascos. Both the conductor and the assistant conductor all but fled the scene, but the sleeping car attendant in my sleeping car, who clearly had formal training in crisis management, took over the entire situation as he exercised a calm authority and took care of everyone very quickly. I took down the attendant’s name, and sent a letter to Amtrak management about him, the lame operating crew, and the overall situation.
At some level, the Amtrak system has to support on-scene crisis managers. This system support seems to be failing in recent times.
As a frequent Sunset Limited rider, I’ve established some personal rules. First, don’t plan meetings around the arrival and departure times of the Sunset Limited. Second, when a mess appears (as it frequently does), I look to see if there is qualified leadership in the Amtrak crew to handle the situation. If so, I cooperate. If not, I just make my own way to the nearest airport and get on with my business and my life.