| name | dmgc - Damage Control |
| description | When something has already gone wrong — stop the bleeding, triage what's salvageable, communicate clearly, and recover systematically. |
| output | {"format":"prose"} |
Damage Control
Input: $ARGUMENTS
Step 1: Assess the Damage
Get a clear picture of what actually happened, not what might have happened or what you fear happened.
DAMAGE ASSESSMENT:
- What happened: [Factual description — no spin, no minimizing]
- When it happened: [Timeline]
- Who is affected: [List every party — direct and indirect]
- What's broken: [Relationships, trust, systems, finances, reputation, etc.]
- What's still intact: [What hasn't been damaged]
- Is it still getting worse: [Yes — go to Step 2 immediately / No — proceed normally]
Resist the urge to explain or defend. Assessment first, narrative later.
Step 2: Stop the Bleeding
Prevent further damage before attempting any repair. This is the highest priority.
IMMEDIATE ACTIONS (do NOW):
STOP: [What must stop immediately to prevent further harm]
- [Action 1]
- [Action 2]
CONTAIN: [How to prevent the damage from spreading]
- [Containment measure 1]
- [Containment measure 2]
SECURE: [What to protect that hasn't been affected yet]
- [Asset/relationship/system to protect]
Rules:
- Speed matters more than elegance
- Partial containment now beats perfect containment later
- If you're unsure whether something will make it worse, err on the side of doing less
Step 3: Triage What Can Be Saved
Not everything is equally recoverable. Prioritize.
TRIAGE:
FULLY RECOVERABLE (act fast):
- [What can be restored to pre-damage state]
- [What action is needed and by when]
PARTIALLY RECOVERABLE (invest effort):
- [What can be partially restored]
- [Best realistic outcome]
LOST (accept and move on):
- [What cannot be recovered]
- [Cost of trying vs. accepting the loss]
Don't waste resources trying to save what's already gone. Redirect energy to what's salvageable.
Step 4: Communicate to Affected Parties
Communication during damage control is not optional. Silence is interpreted as indifference or deception.
COMMUNICATION PLAN:
WHO needs to know (in order of urgency):
1. [Most affected party] — tell them [what], by [when]
2. [Second party] — tell them [what], by [when]
3. [Broader audience if applicable]
MESSAGE FRAMEWORK (for each party):
- What happened: [Facts only — no spin]
- What we're doing about it: [Specific actions taken]
- What this means for you: [Direct impact on them]
- What happens next: [Timeline and next steps]
- How to reach us: [Specific contact/channel]
RULES:
- Lead with facts, not apologies
- Don't promise what you can't deliver
- Acknowledge impact on them specifically
- One update with bad news beats three with vague reassurance
- Over-communicate on timeline — silence breeds anxiety
Step 5: Begin Recovery
With bleeding stopped and communication sent, start systematic repair.
RECOVERY PLAN:
PHASE 1 — STABILIZE (hours/days):
- [Action]: restore [what] by [when]
- [Action]: restore [what] by [when]
PHASE 2 — REPAIR (days/weeks):
- [Action]: fix [what] by [when]
- [Action]: rebuild [what] by [when]
PHASE 3 — STRENGTHEN (weeks/months):
- [Action]: improve [what] so this can't recur
- [Action]: rebuild trust/reputation through [what]
RESOURCES NEEDED: [People, money, time, tools]
DEPENDENCIES: [What must happen before what]
OWNER: [Who is responsible for each action]
Step 6: Capture Lessons
Don't waste a crisis. Extract what it teaches while the memory is fresh.
LESSONS:
ROOT CAUSE: [Why this actually happened — not the surface event, the underlying cause]
WHAT WE MISSED:
- [Warning sign 1 that was ignored or unseen]
- [Warning sign 2]
WHAT WORKED in the response:
- [What went well during damage control]
WHAT FAILED in the response:
- [What made things worse or was too slow]
SYSTEMIC CHANGE NEEDED:
- [Process/system change to prevent recurrence]
- [Early warning system to catch this sooner next time]
PERSONAL LESSON:
- [What the person/team learned about themselves]
Timing Guide
| Damage Type | Stop Bleeding | Communicate | Full Recovery |
|---|
| Relationship breach | Hours | Same day | Weeks-months |
| Public mistake | Minutes | Hours | Days-weeks |
| Financial loss | Immediate | Hours | Varies |
| Trust violation | Hours | Same day | Months |
| System failure | Minutes | Hours | Days |
Integration
Use with:
/saf -> When damage involves safety concerns/efa -> When emotional distress accompanies the damage/rca -> For deep root cause analysis after stabilization/obv -> To catch obvious things being missed during crisis/obo -> To identify obstacles to recovery
