communication strategies in crisis

8/4/2019 Communication Strategies in Crisis

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By Group 2


2/35

` Extraordinary eventsorseries of eventsthat negativelyaffectsthe reputationof an organization,the integrity of aproduct, the psyche

and safety ofemployees, orthecommunity


3/35

` Natural Earthquake

Tsunami

Disease Outbreak` Man Made

Hostile Takeover

Terrorist acts

Thefts


4/35

` A rude awakening

` Rapid speed and event escalation

` Presence of panic

` Tendency to act irrationally` Chaos in management communications

` Omnipresent media


5/35

` Requiresquick assessment

` Collection of facts

` Actionsto secure resources

` Media and public response` Rehearsal

` Alert key partners, as appropriate


6/35

` Starts with a need assessment

` Human Resources

` Technological Support

` Training` Supplies

` Travel

` Funding


7/35

PrecrisisScanning

A

ssessing situationDesigning Tools &

Systems

Monitoring

Crisis

Detecting

Containing

Recovering

Post -

Crisis

Follo ing -u

Sha ing

memories

Assessing

effecti eness

Learning


8/35

` 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


10/35

` 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


11/35

` 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.


12/35

` 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


15/35

` Prepare Crisis Communication System

` Develop CrisisManagement Plan

` Select CrisisManagement Team

` SelectSpokespersons


16/35

` Physical setup

` Prepare tools Intranet

Internet Phones

` Prepare team


17/35

` 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


19/35

` 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


20/35

` Typical roles Legal

Security/safety

PR

Operations

Top Management (CEO)

Victim manager

` Make time fortraining (63% companies do)


21/35

` 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


26/35

` 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


27/35

` Define the problem

` Centralize communications

` Communicate early and often

` Get inside the mediashead` Communicate directly with affected constituencies


28/35

` 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


29/35

MessagesMessages

CorporationCorporation

ConstituentsConstituents

ResponseResponse

ConstituenciesConstituencies

Corporate Communication Strategy

Framework


30/35

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?


31/35

` Follow-up on information requests

` Communicate withstakeholders

` Inform people about corrective actions

` Talk about financial implications` Continue expressing compassion

` Continue tracking issues, risks, etc.


32/35

` 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?


33/35

` Assessing effectiveness

` Examine records

` Look at phases of crisis

` Determine changes


34/35

` New ROTs

` Changes in CMP

` New training opportunities

` New personnel


35/35

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

communication strategies in crisis

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