communication strategies in crisis
TRANSCRIPT
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By Group 2
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` Extraordinary eventsorseries of eventsthat negativelyaffectsthe reputationof an organization,the integrity of aproduct, the psyche
and safety ofemployees, orthecommunity
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` Natural Earthquake
Tsunami
Disease Outbreak` Man Made
Hostile Takeover
Terrorist acts
Thefts
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` A rude awakening
` Rapid speed and event escalation
` Presence of panic
` Tendency to act irrationally` Chaos in management communications
` Omnipresent media
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` Requiresquick assessment
` Collection of facts
` Actionsto secure resources
` Media and public response` Rehearsal
` Alert key partners, as appropriate
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` Starts with a need assessment
` Human Resources
` Technological Support
` Training` Supplies
` Travel
` Funding
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PrecrisisScanning
A
ssessing situationDesigning Tools &
Systems
Monitoring
Crisis
Detecting
Containing
Recovering
Post -
Crisis
Follo ing -u
Sha ing
memories
Assessing
effecti eness
Learning
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` Objective - prevent or lessen the negative
outcomes of a crisis and thereby protectthe
organization, stakeholders, and/or industry from
damage Monetary loss
Reputation loss
Identity altered
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` Definition - Looking out for potential sources of
crises
` Industry-wide issue analysis
` Organization specific issue analysis` Risk assessment (implicit issues)
` Stakeholder relationships
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` Issue Sources Newspapers
BusinessMagazines
TV News
Trade Journals Public Opinion Polls
Medical/ScienceJournals
On-line (web pages,newsgroups, etc.
` Risk AssessmentSources Safety/accident records
Ethical climate surveys
Financial audits
Liability exposure
Workers Comp.
Producttampering Risk audits (70-80%)
Sexual harassmentexposure
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` Relationship Sources Shareholder resolutions
Stakeholder complaints
Rumors/grapevine atconventions
Speculative
discussions
Potential Boycotts
` Principle: Keep in
continual contact with
key constituents and
listen to whatthey aresaying.
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` Evaluate issues in two dimensions likelihood
impact
`
Evaluate risks with risk management grid` Evaluate relational threats
Power(Leverage)
Legitimacy (Value driven)
Willingness (Desire for action
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RelationshipsRisksIssues
Scenarios
RankingsROTs HistoryIntuitions
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` Historical Types ofCrises Natural disasters
Malevolence
(kidnapping, producttampering, terrorismetc. )
Technical breakdowns
Human breakdowns
` Challenges (boycotts,strikes, lawsuits,government actions)
` Megadamage (oilspills, radioactivity)
` Organ. Misdeeds
` Workplace violence
` Rumors
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` Prepare Crisis Communication System
` Develop CrisisManagement Plan
` Select CrisisManagement Team
` SelectSpokespersons
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` Physical setup
` Prepare tools Intranet
Internet Phones
` Prepare team
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` What is it? A potential action plan
Used during the crisis
Focuses on how-to
` What it is not? Overly detailed
Rigid
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` Introduction (usually by
CEO)
` Rehearsal dates
` CMT members` CMT contactsheet
` CrisisAssessment overview
likely scenarios
` Incident report form(documents whathappened)
` Proprietary info. (list)
` Strategy worksheet
` Stakeholder contact
sheet
` Crisis control center(e.g.where, capabilities)
` Postcrisis evaluation
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` A cross-functional group who have been
designated to handle ANY crisis
` Characteristics of a good CMT
Work together (conflict mgt) Apply the CMP (manage stress)
Listen to others
Make the right decisions
Communicate proactively
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` Typical roles Legal
Security/safety
PR
Operations
Top Management (CEO)
Victim manager
` Make time fortraining (63% companies do)
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` Principle - One voice is more importantthan one
person
` Role - Manage the accuracy & consistency ofthe
messages coming from the organization` Communication should be guided by the 5 Cs:
Concern, clarity, control, confidence, &
competence
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` Skills ofthe spokesperson Appear pleasant on camera (visual, nonverbal)
Answerquestions effectively
x Dont argue with reporters
x Avoid no comment comment(65% believe no comment = guilty
x Challenge incorrect information
x Assess assumptions ofquestions
x Legitimize
Present information clearlyx Avoidjargon
x Provide structure
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` Detecting the crisis
` Containing the crisis
` Recovering from the crisis
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` Early monitoring
` Convince upper management
` Assesstype & character of crisis
different crises require differentstrategies
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` Respond quickly
` Acknowledge what you dont know yet
` Expresssympathy
` You can express concern without opening thecompany to liability issues
` Develop a Communication strategy based on type
of crisis
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` Full apology and corrective action - misdeeds
` Ingratiation (remind audiences ofthe org. pastgood deeds)
`
Justification - minimize or no serious problems` Excuse - no control, no bad intentions
` Denial - no crisis exists
` Attack the accuser - confront, threaten, lawsuit
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` Define the problem
` Centralize communications
` Communicate early and often
` Get inside the mediashead` Communicate directly with affected constituencies
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` Tell the truth
` Prove it with action
` Listen to the customer
` Manage fortomorrow
` Conduct public relations as ifthe whole company
depends upon it
` A companystrue character is expressed by its people
` Remain calm, patient, and good-humored
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MessagesMessages
CorporationCorporation
ConstituentsConstituents
ResponseResponse
ConstituenciesConstituencies
Corporate Communication Strategy
Framework
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MessagesMessages
Constituents ResponseConstituents Response
CorporationCorporation ConstituenciesConstituencies What doesthe organization
want each constituency to do?
What resources are available?
Money
Human resources
Time
What isthe organizations
reputation?
What isthe bestcommunication channel?
How should the organizationstructure the message?
Who are the organizationsconstituents?
Whattheir attitude abouttheorganization?
What istheir attitude aboutthetopic?
Did each constituency respondin the way the organizationwished?
Should the organization revisethe message in light ofthe
constituency responses?
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` Follow-up on information requests
` Communicate withstakeholders
` Inform people about corrective actions
` Talk about financial implications` Continue expressing compassion
` Continue tracking issues, risks, etc.
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` Following-up Collect crisis records, stakeholder feedback, & media
coverage
Conduct interviews with key personnel
` Shaping memories Internal audiences
External audiences
What did we learn?So what?
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` Assessing effectiveness
` Examine records
` Look at phases of crisis
` Determine changes
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` New ROTs
` Changes in CMP
` New training opportunities
` New personnel
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The easiest period in a crisis situation is actually the
battle itself. The most difficult is the period of
indecision - whether to fight or run away. And the
most dangerous period is the aftermath. It is then,
with all his resources spent and his guard down, that
an individual must watch out.
-- Richard Nixon