Clear, accurate communications crucial in dealing with a building disaster.

An explosion rocks a new office and hotel tower nearing completion on Lexington Avenue. Serious concerns echo in the wake - injury, damage, security, public safety, liability, insurance. Amidst this chaos, the media calls.

This hypothetical building disaster was the center of discussion at "Order Out of Chaos," a seminar sponsored recently by Ross & Cohen, LLP, specialists in real estate and construction law.

"Understandably, emotions can run high in the initial moments following a disaster. However, it is most important to be extraordinarily focused on the kind and quality of early statements. The stability and integrity you want to achieve for the building should also set the standard for your communications strategy," said Lloyd Kaplan, a panel member and principal of Linden Alschuler & Kaplan, Inc., a Manhattan public relations agency. Kaplan, a well-known crisis communications and public relations veteran, emphasized these cardinal rules for the initial response:

"Assign no blame. Assume no responsibility. Cooperate with the authorities."

"Know the players before a crisis occurs so you can reach them within 10 minutes," Kaplan told the audience gathered at the Yale Club. He outlined the following steps:

* Gather accurate information. Be as clear as possible about the details. However, understand that reality is somewhat fluid and can shift quickly in these situations.

* Check the building's history to be aware of past violations. The press will do this homework and you should be ready to respond.

* Have a crisis response team consisting of an owner's representative, lawyer and public relations representative which is prepared to provide guidance and handle inquiries as they arise.

* Talk with the lawyer and insurance company to ascertain their concerns.

* Identify a "neutral" spokesperson to deliver the initial information. Decisions should thereafter be made on a case by case basis through the crisis response team to determine who should respond and what the response should be. "No comment" may also be an appropriate response, or perhaps "we are cooperating fully with the authorities and have no further comment at this time."

* Inform staff and sub-contractors that all inquiries are to be handled only by this team.

* Prepare a limited initial statement released by a spokesperson for "ABC Associates" or "123 Main Street," but not in the name of the building. The spokesperson should not be explicitly associated with the product being marketed. For example:

"A below grade explosion of unknown origin last night damaged certain underground areas at 28 Lexington Avenue, an unoccupied office building currently under construction. There was some associated fire and smoke which affected three construction workers who were treated at the scene. There were no other injuries. The building has been secured, and we are cooperating fully with the authorities and the Buildings Department in their investigation of the incident."

* Don't be afraid to be boring, simple or plain in statements released.

* Prepare realistic status reports on repairs as soon as possible, coordinating with appropriate local officials.

* The building owner cannot necessarily control the flow of events, nor should the owner become the "brand name" for the disaster. Many requests - particularly early on - may be more appropriately handled by a government spokesperson or engineering representative.

* Dialogue with the media goes two ways. It can be a good source of information to become aware of extraneous rumors that may have to be addressed.

* Prepare a letter to the building's tenants to keep them informed, address their concerns and to establish a channel for continuing communications. Be aware that any document is potentially a public document and should be written with that in mind.

* Resist "color" interviews. A worker's or tenant's human interest story could divert your efforts and strategy.

In conclusion, Kaplan stresses, "Stay sharp, focused and make no attempt to mask the facts. Integrity and credibility are crucial."

Other panelists included Acting Commissioner of the NYC Department of Buildings Richard Visconti; Dov Kaminetsky, PE of Feld Kaminetsky & Cohen, PC; Kenneth Colao of York Hunter, Inc.; Anthony Mastrolia of Aon Risk Services; and Frederick Cohen and Allen Ross of Ross & Cohen, LLP.