Lost Missiles, Lost Messages

Understanding crisis management and crisis communication

A supplement to a presentation on crisis communicationhttp://bit.ly/AD9xya

What is a Crisis?• “The perception of an unpredictable event that

threatens important expectancies of stakeholders and can seriously impact an organization’s performance and generate negative outcomes.”

–Timothy Coombs

– Unpredictable– Threatens expectancies– Impacts performance– Perception

Crisis Management• Very similar to emergency preparedness• Goal is to prevent or lessen negative impact of crisis• Four interrelated factors:

– Prevention• Mitigate risk of crisis

– Preparation• Crisis Management Plan• Identifying and preparing for vulnerabilities

– Response• Application of preparation components

– Revision (if you survive…)• Evaluating and improving response

• Crucial to preserving an organization’s reputation• Many organizations overlook importance of crisis management

The All-Encompassing Crisis Mgmt Plan• 2009 study of coal industry by Miller and Horsley– Showed coal industry had extensive CMPs, but

stakeholders still perceived great levels of crisis• CMPs did not include emphasis on communication

– Dearth of communicators in crisis leadership– No understanding of stakeholder needs

• CMPs included engrained hostility toward media– Mandated restrictions of media access– Non-communicators assigned as media liaisons

– Expectation gaps• Your level of crisis preparedness and executions is irrelevant if

your stakeholders are unaware• Remember that perception is part of the definition of a crisis

Communicating in a Crisis

• Normal rules don’t apply during a crisis– Shortened response times– Impact on all organizational functions– Greater emphasis on accuracy, transparency and

consistency in messages• Common crisis communication goals – Prevent or minimize damage– Maintain operations– Protect organizational reputation

Crisis of the Ages• Communicating through 9/11– Mayor Rudy Giuliani held regular press briefings

throughout the day• Put out information as soon as he had it

– Information on where to go for treatment– Information on how to stay out of the way of the crisis

response teams

• Some information was incorrect, but information got out quickly in spirit of transparency• Regular meetings allowed him to correct information in

a timely manner• Maximum disclosure, minimum delay

High-Reliability Organizations• My case study focused on Air Force response through the

HRO lens– This presentation doesn’t go into that depth, but concept is

relevant to IEM missions• HROs are organizations with missions in which failure

could lead to potential catastrophe– Concept has been applied to numerous operations in research

• Airport security• Naval flight operations• Coal mining• Nuclear operations

– Increased importance for crisis preparedness

High-Reliability Organizations

• HROs share many of these common traits:– Practice mindfulness

• Preoccupation with potential for failure• Deference to expertise

– Centralized command with decentralized decision-making authority

– Team members share common understanding of goals– Constant operational training– Regular assessment of plans and execution– Redundant operations and safety checks– Highly scrutinized by stakeholders and regulators– Show evidence of organizational learning

Air Force Doctrine Document 2-5.3• Governs Air Force Public Affairs– “Maximum disclosure of timely and accurate

information as rapidly as possible”• National Incident Management System

– Does not mention crisis communication– Says PA ops should be incorporated in operations– Emphasizes trust with stakeholders

• Support operations• Aid in recruitment

– Must be a balance between security and transparency• Cannot release sensitive operational information• Cannot withhold information simply because it is

unflattering

Military Public Affairs

• Military public affairs officers are considered special staff– Have direct ear of commander– Are often several steps lower in rank• For first time in 11 years, current Air Force chief of

public affairs is a general officer

– Rank gap allows commanders to ignore public affairs guidance in many situations

– Other military policies can trump public affairs policy (we’ll see this happen)

Crisis Communication?

• Considering this information, did the incidents of August/September 2007 constitute a crisis for the Air Force?– Unpredictable event

• Redundant safety measures should have prevented this

– Negative impact on operations• Nuclear operations immediately halted• Nuclear surety certifications revoked

– Perceived negatively by stakeholders• Editorials in local and national press• Negative comments in congressional hearings• Department of Defense lost of confidence in AF leadership