crisis communications in a emergency event
TRANSCRIPT
What is a Crisis?
• Emergency/out-of-the-ordinary situation• Human error/inappropriate behavior • Brief or extended• Can involve other organizations• Good thing (award/achievement)
What is Crisis Management?Also referred to as….
Crisis:Any situation that is threatening or could threaten to harm people or property, seriously interrupt business, damage reputation and/or negatively impact share value.
Disaster recovery
Business continuity planning
Summary
Predictable and quantifiable events
Unexpected and unwelcome events
Plan for
Minimize the impact
Resume normal operations
Ultimate goal
Questions to Ask
What are the worst things that can happen to my
organization?
What can we prevent?
What are we willing to do to
prevent the event/incident?
Can we afford the risk?
How will we deal with it?
What is the reporting and
communication process during
the crisis?
3 Keys to Crisis CommunicationsHo
nest
y
Let everyone on your
team know that your
integrity is the most
valuable commodity you
have in a crisis and it
must not be
compromised.
Spee
d
The dynamics of a crisis
can change based on
external events. Once
identified, empower
your team to make the
tactical decisions
required to
communicate events as
they unfold.
Imag
es
People believe what
they see over what they
hear. You can have great
talking points and a
great spokesperson
destroyed because the
words are out of sync
with the images coming
from the scene.
Crisis Management TimelineGeneral Management of the Organization
The Crisis Management Process
AfterCrisis/EventPre-Event
Risk management
• Risk assessment
• Loss prevention
• Mitigation planning•Developing responsive, comprehensive insurance program
• Communicating risk issues
• Business continuity plans
• Developing plans
• Testing plans
• Revising/updating plans
• Training personnel
Incident management
Incident response
Communications
Insurance recovery
Activating and executing plans•Mitigation•Business resumption•Business recovery
Company Resources/Functions
InformationTechnology Security
LegalEnvironment,
Health & Safety
Operations Finance &Accounting
TEAM
HR/Communications(incl. public affairs)
The Awakening......
“…… for those of us who lived through these events, the only marker we’ll ever need is the tick of a clock at the 46th minute of the eighth hour of the 11th day”
President George W. Bush
Post 9-11 to Katrina
• IT Back Up Data Centers– Internal– Outsourced– IT Business Continuity Plan
• Statistically 2.5 Stores Impaired each Month– Response Plan (Reactive)
• TRIA
Katrina to Irene (Ike)
• Interdepartmental• Multi-disciplined• Proactive/Loss Avoidance• Proactive Reactivity• People Centric• Safety
• Compassionate/supportive• Communications
Business continuity plan in place and practiced
Communications is Critical
CommunicationsRisk Management
OperationsDecision Leaders
Internal Business
Unit Experts
Community Response
Vendor Partners
Communications – Post Event
DamageAssessment
Deployment• Equipment• Personnel• Supplies
Safety
CrisisCounseling Communications
Team membersupport
Crisis Team
• Leadership team/decision maker(s)• Content expert(s)/operations• Public Relations professional(s)• Risk management• Devil’s advocate• Scribe
Building Relationships
• What media “cover” your organization?• What are their deadlines?• Are there special sections/segments that
match your organization’s expertise and offerings?
• Who are the specific reporters assigned to your organization?
The Call
• Never talk without prepping• Never allow your boss to talk without
prepping• You never have to talk to reporters• Think about the message• Do the reporter’s work for him/her
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Overview
Precrisis•Scanning•Assessing situation•Designing Tools & Systems•Monitoring
Crisis•Detecting•Containing•Recovering
Post - Crisis•Following -up•Shaping memories•Assessing effectiveness
Learning
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Pre-crisis Planning
• Objective - prevent or lessen the negative outcomes of a crisis and thereby protect the organization, stakeholders, and/or industry from damage– $ loss– reputation loss– identity altered
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Assessing situation
• Evaluate issues in two dimensions– likelihood– impact
• Evaluate risks with risk mgt. grid• Evaluate relational threats– Power(Leverage)– Legitimacy (Value driven)– Willingness (Desire for action
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Selecting Spokespersons
• Principle - “One voice is more important than one person”
• Role - Manage the accuracy & consistency of the messages coming from the organization
• Communication should be guided by the 5 C’s: Concern, clarity, control, confidence, & competence
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Prepare Crisis Communication System
• Physical setup• Prepare tools– Intranet– Internet– Phones
• Prepare team
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Managing the Crisis
• A. Detecting the crisis• B. Containing the crisis• C. Recovering from the crisis
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Strategic options
• Full apology and corrective action - misdeeds• Corrective action• Ingratiation (remind audiences of the org. past good
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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Strategic options
Attack Denial Excuse Justification Ingratiation Corrective Full
Accuser Action Apology
Defensive Accommodative
Weak Crisis Strong Crisis
Responsibility Responsibility
Rumors Natural Disasters Malevolence Accidents Misdeeds
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Recovering
• Follow-up on information requests• Communicate with stakeholders• Inform people about corrective actions• Talk about financial implications• Continue expressing compassion• Continue tracking issues, risks, etc.
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Managing post-crisis
• 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?
Getting the Story Right
• Summarize your points• Provide supporting documents in simple form• Offer to answer questions during writing
process• Be available!!• Read/watch/listen to the story• When necessary, set the record straight
GOALS:of crisis communication:
Control information flow Establish Spokesperson/train Maintain perspective
Create the news story and organize response
Potential CRISES ASSESSMENT
• Create crisis plan Who creates it, approves and updates?
• Conduct regular review of possible crisis issues or events
• Review crisis communication plan
GETTING THE MESSAGE OUT…
Tools:Prepared key messagesImmediate public response(Multi-media: newspaper, radio,TV and online channels)AnnouncementsFact sheetsBackgroundersNews releasesFace meetingsE-mail blastsWebsite postsSocial Media
IDENTIFY DISTRIBUTION CHANNELS
Key stakeholders Staff, BOD, top donors, administration Regional media list Key media contacts Organizations and key contacts linked to your NPO
PARTNERS,ALLIES
Civic leaders, influentials, legislators
Third party links: police, fire fighters, governmental agencies, environmental and community groups, health and safety officials
Media and public credibility
COMMUNICATIONINITIATIVES
Critical first several hours: Start plan Collect information Confirm facts Define crisis Inform key stakeholders Change plan as necessary Determine key actions Brief key spokesperson Prepare media tools Brief staff
MEDIARESPONSE
Some dos and don’ts…
TimelyHonest, integrity, willingness to cooperateNever say “no comment….”Clear and concise messagingCool, low-key, dignifiedFocus on facts, take the high roadAvoid personal attacks, cheap shotsAcknowledgement of responsibility, maintain credibilityNever cover upDetermine reporter’s timeline, deadline, story angleTrack coverage, follow-up when necessary
POST CRISISEVALUATION,FOLLOW-UP
Review crisis response: internally/externally Survey staff Public perception Invite feedback from partner-agencies, third parties Lessons learned:
“What did we do well?”“What could we have done better?”
Precrisis Phase
• Be prepared• Foster alliances• Develop consensus recommendations• Test messages
All the planning, most of the work
Crisis Maintenance Phase
• Help public understand their own risks• More encompassing is information needed by
some• Gain support for recovery plans• Explain and make a case for public health
recommendations• Get and respond to public/stakeholder feedback• Empower risk/benefit decisionmaking• Requires ongoing assessment of event
Getting a Seat at the Decisionmaking Table
• Have a solid communication plan (linear thinkers want to see it on paper).
• Have that signed endorsement from the director at the front of your plan.
• Enlist third-party validators to make your case.
Seat at the Table
• Explain the benefits and risks of not including communicators.
• Show your expertise by training leadership.• Do community relations so partners and
stakeholders have an expectation of your involvement.
In the precrisis phase (don’t wait for an event to make your case):
Seat at the Table
• While developing your communication plan, meet with other parts of your emergency response team in the organization and appeal for their help—get agreements on paper.
Your Plan Should Be
• The “go to” place for the “must have” information during a crisis
• The bones of your work—not a step-by-step “how to”
• Dynamic
Elements of a Complete Crisis Communication Plan
1. Signed endorsement from director2. Designated staff responsibilities3. Information verification and clearance/release procedures4. Agreements on information release authorities5. Media contact list 6. Procedures to coordinate with public health organization
response teams7. Designated spokespersons8. Emergency response team after-hours contact numbers9. Emergency response information partner contact numbers10. Partner agreements (like joining the local EOC’s JIC)11. Procedures/plans on how to get resources you’ll need12. Pre-identified vehicles of information dissemination
Designate Staff Responsibilities
Direct media response• Triage response• Support spokesperson• Produces and distributes materials• Media monitoring• JIC member
Designate Staff Responsibilities
Direct public information• Manages public information delivery• Manages Web site and links to others
Designate Staff Responsibilities
Direct partner/stakeholder information• Manages prearranged information
agreements• Solicits feedback and monitors systems• Organizes official meetings• Maintains response contact list
Designate Staff Responsibilities
Content and material development• Translates EOC situation reports into
public/media materials• Works with experts to create situation-specific
materials• Tests messages and materials for cultural
appropriateness
Information Verification and Clearance/Release Procedures (In-house)
• Who MUST review for final approval (include higher authority)
• Need to know vs. want to know• Three people—director, communication officer, subject
matter expert• Clear simultaneously and in person• Get agreement from key staff before the crisis• Coordination and courtesy copies should not slow down
clearance• Preventing the clearance headache: No release is worse
than an incomplete release
Agreements on Information Release Authorities
• Who “owns” the information—scope of responsibility
• Get agreements on paper• Remain flexible and work collaboratively• Reality check: Preagreements may be thrown
out the window, but they are a place to start
Media Contact List
• Critically important• Nonduty contacts too• No scraps of paper, please• E-mails, fax numbers, and backdoor entries• Fail rate, if not tested, can be astronomical
Designate Spokespersons
• Name them in an annex of the plan and designate backups
• Ensure that your organization agrees and plans for their absence from other duties
• Teach them emergency risk principles• Practice media and public meetings
Nine Steps of Crisis Response
1
2
3 45
6
7
89
Crisis Occurs
Verify situation
Conduct notification
Conduct assessment
(activate crisis plan)
Organize assignments Prepare information and
obtain approvals
Release information to media, public, partners through arranged channels
Obtain feedback and conduct crisis evaluation
Conduct public education
Monitor events
Notification and Coordination
• Notification is the official chain of command• Coordination is with response peers and
partners• Procedures will vary at State, Provincial, local,
Federal levels and by event
Conduct Crisis Assessment and Activate Communication Plan
• Assess impact on communication operations and staffing
• Determine your organization’s role in the event
• Activate media and Internet monitoring• Identify affected populations and their initial
communication needs
Organize Assignments (Constantly Reassess These Steps)
• Who’s in charge of overall EOC response?• Make assignments for communication teams. • Assess resource needs and hours of
operations.• Ask ongoing organizational issues questions.• Initiate partner involvement.
Prepare Information and Obtain Approvals
• Develop message.• Identify audiences.• What do media want to know?• Show empathy.• What is the organization’s response?• Identify action steps for public.• Execute the approval process from the plan.
Public Information Release
Select the appropriate channels of communication and apply them:
Simply
Timely
Accurately
Repeatedly
Credibly
Consistently
Public Information Release
• Continue to monitor for feedback• Execute planned steps with stakeholders• Reassess these elements throughout the
event
Obtain Feedback and Conduct Crisis Evaluation
• Conduct response evaluation• Analyze feedback from customers• Analyze media coverage• Conduct a hot wash• Develop a SWOT• Share with leadership• Revise crisis plans
Conduct Public Education (Post-event)
• Highlight related public health issues• Consider audiences not directly involved in
the crisis• Institutionalize crisis materials
Monitor Events (Ongoing Throughout the Crisis)
• Conduct media and Internet monitoring• Exchange information with response partners• Monitor public opinions
Surviving the First 48 Hours
• Requires quick assessment• Collection of facts• Actions to secure resources• Media and public response• Rehearsal• Alert key partners, as appropriate Sounds like a plan . . .
48
What the Public Will Ask First
• Are my family and I safe?• What have you found that may affect me?• What can I do to protect myself and my
family?• Who caused this?• Can you fix it?
What the Media Will Ask First
• What happened?• Who is in charge?• Has this been contained?• Are victims being helped?• What can we expect?• What should we do?• Why did this happen?• Did you have forewarning?
Media Beating on Your Door
• Alternatives to “no comment” that give you breathing room:– “We’ve just learned about this and are trying to
get more information.”– “I’m not the authority on this, let me have XXXX
call you right back.”– “We’re preparing a statement on that now. Can I
fax it to you in about 2 hours?”
Need More Breathing Room?Response to Inquiries (you are authorized to give out the following information)
Date: __________ Time: __________ Approved by: ___________________________________________
This is an evolving emergency and I know that, just like we do, you want as much information as possible right now. While we work to get your questions answered as quickly as possible, I want to tell you what we can confirm right now:
At approximately, ________ (time), a (brief description of what happened) ____________________________________ __________________________________________________________________________________________________________________________________________________.
At this point, we do not know the number of (persons ill, persons exposed, injuries, deaths, etc.).
We have a system (plan, procedure, operation) in place for just such an emergency and we are being assisted by (police, EOC) as part of that plan.
The situation is (under)(not yet under) control, and we are working with (local, State, Federal) authorities to (e.g., contain this situation, determine how this happened, determine what actions may be needed by individuals and the community to prevent this from happening again).
We will continue to gather information and release it to you as soon as possible. I will be back to you within (amount of time, 2 hours or less) to give you an update. As soon as we have more confirmed information, it will be provided. We ask for your patience as we respond to this emergency.
Try this for an initial press statement
Assessing the Response
• Doing enough? Doing too much?• Are we, should we be, involved?• Is the department that should respond, able
to respond?• Who is managing the technical/scientific side?• Risk matrix analysis helps with this
assessment.
Assessment Helps Answer
• Hours of operations for public/media information
• Days of operation• Staff expected to travel• Release jurisdiction shared
Communication Channels
• Web sites should be used.– Create dark sites– Separate web site or linked from home page
• Intranets useful for employees.• Mass notification systems help reach
constituents.
Spokesperson Training
• Media training for anyone who might speak during a crisis.
• Avoid “no comment”, people hear “guilty.”• Avoid speculation, you could be wrong.• Avoid jargon and technical language, can create
confusion.• Fully brief all spokespersons.• Avoid markers of deception such as lack of eye
contact or vocal disfluencies.
Adjusting Information
• Adjusting information: helps people to cope psychologically with the crisis.– Includes counseling for stress and expressions of
sympathy
Four Research Areas of Crisis Reputation Repair
1. Corporate apologia2. Image restoration theory3. Rhetoric of renewal4. Situational Crisis Communication Theory
(SCCT)
Corporate Apologia
• Crisis threatens social legitimacy because an organization appears to be incompetent /violated expectations.
• Violation is a character attack.• Corporate apologia offers a defense of the
organization’s reputation in an effort to restore legitimacy.
Image Restoration Theory (IRT)
• Communication is goal directed.• One goal of communication is to protect one’s
reputation .• Dominant recommendation that emerges
from IRT research is that mortification (publicly accepting responsibility for the crisis) is the preferred response to a crisis.
Crisis Responsibility
Increased crisis responsibility:• Intensifies the reputation damage from a
crisis.• Reduces purchase intention.• Increases anger.• Increases the likelihood of negative word-of-
mouth.
Three Categories of Crisis Types
• Victim crises: very weak crisis responsibility.• Accident crises: minimal crisis responsibility.• Intentional crises: strong crisis responsibility.
Victim Crises
• Natural disasters: acts of nature such as tornadoes or earthquakes.
• Rumors: false and damaging information being circulated about your organization.
• Workplace violence: attack by former or current employee on current employees on-site.
• Product tampering/malevolence: external agent causes damage to the organization.
Accidental
• Challenges: stakeholders claim that the organization is operating in an inappropriate manner.
• Technical error accidents: equipment or technology failure that causes an industrial accident.
• Technical error product harm: equipment or technology failure that causes a product to be defective or potentially harmful.
Preventable Crises
• Human-error accidents: industrial accident caused by human error.
• Human-error product harm: product is defective or potentially harmful because of human error.
• Organizational misdeed: management actions that put stakeholders at risk and/or violate the law.
Caution
• Do not automatically use the most accommodative strategies.
• Most crises with low levels of crisis responsibility do not benefit from the most accommodative crisis response strategies.
• Crisis managers risk a boomerang effect if a crisis response is too accommodative for the crisis.
Denial
• Research is deceptive.• Only effective if no evidence to contradict it.• If evidence does suggest guilt, using denial
worsens the crisis threat.• Also consider how constituents are evaluating
the evidence.