On Monday, April 28, Spain shut down—literally. An unprecedented electrical collapse left millions of people without power, paralyzing transport, telecommunications, and public and private services. But along with electricity, another network went down: the information network. It took longer to reactivate. And that, in crisis communication, is a textbook mistake.
What is not said will be said by others.
It took six hours for the President of the Government to appear. It was too long for a society that, even without internet, television and coverage, was still looking for answers. And finding them, of course. In the usual places: the street, rumors, bars? The void was filled with theories of cyber-attacks, killer butts and black hands. This is what happens when there is no official story. The maxim is well known: if you don’t communicate, someone else will do it for you.
But the problem was not only one of timing. It was also a problem of form and substance. When Sánchez spoke, he did so behind closed doors, without admitting questions, without providing certainties, and, paradoxically, asking citizens to trust only official sources. A legitimate appeal, but ineffective if it is not accompanied by transparency, active presence and listening skills.
The same as Red Eléctrica, which also communicated late and with limitations, but beyond the technical language, there was a lack of pedagogy, context, and citizen support. And that is also communication.
Citizen resilience and the radio lesson
Faced with this institutional silence, citizens reacted as they know how: with civility, humor, solidarity, and transistors. The radio, an old acquaintance of crisis communication, was once again the protagonist. The batteries that had not been used for years became a direct line to the outside world. People gathered around cars, in the streets, and in parks. Listening became a collective act, perhaps revolutionary.
In this context, the radio once again demonstrated its value—not only as an emergency technical channel but also as a space for connection, calm, and humanity. In the face of fragile technology, the voice regained its strength.
Crisis management: lights and shadows
It is fair to acknowledge that there was institutional coordination and the emergency teams acted. But in terms of communication, the management left several shortcomings in evidence:
- Excessive reaction times
- Lack of visible and empathetic spokespersons
- Technical language without citizen translation
- Institutional channels were not very active during the first hours
- Emotional disconnection with an informed and demanding citizenry
In a hyperconnected society, trust is built not only with data, but also with presence, tone and coherence. It is not enough to communicate: knowing when, how, for whom and from where it is done is necessary.
The electrical paradox
What happened in Spain was not just a technical failure. It was a brutal reminder of the complexity of the systems that support our daily lives. An oversight, a chain reaction, a poorly calibrated inertia… and everything falls. And yet, what is frightening is not that it fails, but that we don’t know how to count it.
Because having light without information does not illuminate, and having technology without trust does not connect.
Final thoughts
Like others before, this blackout has brought back many words: vulnerability, interdependence, humility… However, one word should be clear to those who manage the public and private sectors: communication. Communication is not an ornament. It is a strategic tool. And in a crisis, it is the first service that must be guaranteed.
The electricity came back on. But we are still waiting for explanations.
