151207_LSPR-CC15-s91

Master of Arts in Communication : Corporate Communication Studies

elearning.lspr.edu

Course : Crisis Communication (1512CC15)

Session Topic : Summary of Week 1-14

Course: Crisis Communication

By Syafiq B. Assegaff, MA, MD, CBM, IAPR

LSPR eLearning Program

Powered by HarukaEdu.com - 1512CC15- S.3

• Part 1 Crisis Management

• Part 2 Nature of Crises

• Part 3 Crisis Communication Plan & Crisis Makers

• Part 4 Media & Social Media

• Part 5 Other Important Notes

Content

Part1: Crisis Management


Crisis ManagementDefn: • The preparation & application of strategies & • tactics that can prevent or modify the impact of major

events on the company or organization.

Crisis Management begins with the answers to 2 important questions:1. What is a crisis ?2. When did the crisis start ?

Crisis: Crisis Management


a. Crisis Management,• crosses all organizational boundaries to have an impact on

every stakeholder, either1) as direct result of the problem, or as 2) a potential supporter of the solution.

b. Think:• Strikes or plant closings. investor, local car dealers.• Product defect stock price, brand equity.

c. Remember: A crisis affects people first, then organizations.

d. employees, customers, & shareholders are,• the early losers in a crisis, • especially one that is out of control.

Crisis: Impact


1. Changes in corporate & community climates: • Many corporations now emphasize the importance of quality, ethics &

respect for employees.• Communities look beyond economics at the environment, crime, & child care.

2. Evolution of the approach to handling a crisis: • Decades a go (1960’s) the approach merely towards legal formal, • these days companies see crisis as potential marketing issue, • with long impacts, & not just a separated issue.

3. Trials by media: • lawyers, for instance, using media to ‘prepare the jury’:• use the press to tell the story & nurture public opinion. (e.g. Malpractice

cases).

4. Sue the media: The alleged one will sue back.

5. Give something back:• Such as dinner coupons, • free lunch for apology.

Crisis: Trends that Impact Crisis Management


Crisis Management has 3 sequential objectives

1. To prevent a crisis when possible.

2. If a crisis should occur • Modify the negative effect on…• …the company or its products.

3. Through its behavior is,• to provide a platform for…• …the company’s future.

Crisis: 3 Sequential Objectives


Q: What is the key to Crisis Management ?A: PLANNING• knowing what can happen to you or your industry, & • what can you do about it.

Most crisis,• can be anticipated & preparations can be made, • even though the timing & magnitude remain in doubt.

The stated objective,• must be to prevent the crisis, although, • in most cases, what happens is out of the company’s hands.

But, all crisis can be at least partially anticipated.

Crisis: The Key is Planning


Crisis Types: Attribution of Crisis Responsibility

Crisis Types by,• Attribution of Crisis Responsibility – as described by Coombs.What does a “crisis” look like to your

a. Victim Crises: Minimal Crisis Responsibility.b. Natural disasters: acts of nature such as tornadoes or earthquakes.c. Rumors: false & damaging information being circulated about you

organization.d. Workplace violence: attack by former or current employee on current

employees on-site.e. Product Tampering/Malevolence: external agent causes damage to

the organization.f. Accident Crises: Low Crisis Responsibility.g. Challenges: stakeholder claim that the organization is operating in

an inappropriate manner.h. Technical-error accidents: equipment or technology failure that cause

an industrial accident.


Crisis Types: Attribution of Crisis Responsibility (Cont.)

i. Technical-error product harm: equipment or technology failure that cause a product to be defective or potentially harmful.

j. Preventable Crises: Strong Crisis Responsibility.

k. Human-error accidents: industrial accident caused by human error.

l. Human-error product harm: product is defective or potentially harmful because of human error.

m. Organizational misdeed: management actions that put stakeholders at risk and/or violate the law.

W. Timothy Coombs Ph.D

Professor Advertising-

Public Relations, Univ. of

Central Florida

Source: Coombs (2014) Crisis Management & Communications. Web: instituteforpr.org.


Crisis: Strains During a Crisis

a. In crisis,• much fewer vital resources

(reputation, leadership, integrity as well as customer and employee loyalty)

• than previously believed.

b. During a crisis, all of these factors are put under enormous strain.

c. Thus the survival of an organization’s reputation during a crisis depends on:1. Its internal culture, 2. Strength of its communications

& 3. Integrity of its leadership.

d. So before we can examine,• how to measure the

effectiveness of communications in a crisis,

• we need to set down some basic foundations for what constitutes crisis communications.

e. Of course, the best type of,• crisis communications is that

which…• …avoids the crisis all together.


Crisis: The Differences

1. Issue • A topic of discussion, a matter in

dispute or…• …a sensitive subject within an

organization, industry or society

2. Accident• An unexpected & undesirable

event, • usually one resulting in damage

or injury

3. Emergency• A serious situation or unexpected

occurrence that…• …demands immediate action &

communication

4. Crisis • A critical or decisive point at

which an organization’s response to an issue,

• accident or emergency threatensthe reputation &/or future standing of the organization

5. Goal• Prevent issues, accidents & • emergencies from becoming

crises


Crisis: Tactical Approach

A Tactical Approach – The Crisis Plan

1. Start with an Approach.2. Build a Strong Reputation.3. Create a Crisis Team

who will be in it ?

4. Establish a Crisis Center what needs to be inside ?

5. The Network Alert System.6. Prepare Materials in Advance.


Crisis: Tactical Approach (Cont.)

Process of MBO focuses on desired results (NOT activities):1. RACE: Research, Action (or Adoption), Communication,

Evaluation.2. ROPE: Research, Objectives, Program, Evaluation.

In as crisis, • an organization is frequently forced to perform the third step,

which is:a. Communication (in RACE) or b. Program (in ROPE); • Without having gone through the other steps.


Q: What is crisis communication ?A:1. Crisis – by definition presents a great

deal of uncertainty & immediacy.2. You, the PR professional,• may not make the decision of when to

take action, outside forces demand it. 3. You can’t tell the media or other key

publics, • “We are doing our objectives now, we

will call you back.”4. There are,• other outside influences affecting what is

& is not done, • even if there is a pre-crisis plan.

Crisis: What is it ?

Kathleen Fearn-Banks

Associate professor at

School of Communications,

Univ. of Washington.


5. The research data changes constantly.

• New research or findings done by outsiders can come crashing

down on you.

• Issues & adversaries (that you may not have never expected) may

appear.

6. Strategies & tactics may change from day to day, or even hour to

hour.

7. You hope that a day will come when you can evaluate your plan,

it may not.

Therefore: a study of organizations in crisis cannot be a simple matter of

describing the steps in,

a. RACE or

b. ROPE.

Crisis: What is it ? (Cont.)

Part2: Nature of Crises


Nature of Crisis: Management & Communications

Nature of Crisis1. Interrupts normal business transactions.2. Sometimes threatens the existence of the organization.

Crisis Management Crisis Communications

What is the

difference ?

Source: Fearn-Banks (1996)


Nature of Crisis: Management & Communications (Cont.)

Crisis ManagementCrisis

Communicationincludes

Process of Strategic Planning for

a crisis or negative turning point

Negative Occurrence Positive Results

Pre Crisis

On Crisis

Post Crisis

The communications are

• designed to minimize

damage to…

• …the image of the

organization.

Communication between

organization & public during:

Effective Crisis Management includes Crisis

Communications,

• that not only can alleviate or eliminate the

crisis,

• but can bring the organization a more

positive reputation than before the crisis.



Nature of Crisis: Management & Communications (Cont.)

Organizations with…1. …on going 2-WAY

Communication often:a. Avoid crisis, orb. Endure crisis of shorter duration, or c. Lesser magnitude.

2. …Crisis Management Plan come out from a crisis with more positive image.

3. Crisis communication plan is,• Preferably part of a company-wide

‘crisis management plan’ that…• …would include sections on,a. Evacuation, b. Work sites, c. Equipment.

4. If company doesn’t have a crisis management plan,

• a crisis communications plan is still advisable,

• even urgent. Better less than nothing.

a. Media that usually avoid you, now come to you,

• they call on you in a crisis.b. Boss (CEO) who’s been

untouchable now may listen to the PR guy.


5 Stages: De-Pre-Co-Re-L

Begin with noting the warning signs = prodromal stage.

• To stop at that stage, before it develop into a full-blown crisis.

• Some crisis have noticeable prodromes, some don’t – just like fever symptoms

in typhoid.

Detection

Effort to limit the duration, or keep it from spreading to other

areas affecting the organization.

Prevention -

Preparation

Containment

• Efforts to return the organization to business as usual ASAP.

• E.g. Exxon persuade tourists to visit Alaska.

• Preparation = if

can not be

prevented,

• the Crisis

Communication

Plan is…

•…the primary tool

of preparedness.

1

2

3

Recovery

Learning

4

5

Good ongoing PR programs, &

• regular 2-way communication can prevent crisis, lessen the

blows, or at least limit the duration.

• tactics to prevent, including 11 tactics suggested: read

the book. (Fearn-Banks, # 6).

• Examine: what was lost, what was gained, & how the organization performed in

the crisis.

• No guarantee: Organization can plunge into similar crisis.



Crisis: Public & Organizations

a. In Crisis: public perceives truth to be whatever public opinion says.

b. Organizations must prove (in a crisis) that the prevailing opinion is NOT factual.

Court of… 1. …Public: Guilty until proven innocent.2. …Law: Innocent until proven guilty.

On any given time, people find themselves:a. In favor of (the news about the crisis)b. Against itc. Neutrald. Disinterested – silent majority (most people).


Crisis: Essential Role of Crisis Communication

1. To affect the public opinion process,

2. To prove that The Prevailing Truth is:

• Not factual, or

• Not wholly factual

Use News

Media Also need:

a. Community relations

b. Consumer relations

c. Employee relations

Needs Writing Skill,

& other skills.

But don’t depend on

news release only

Not factual

Not wholly factual

Source: Fearn-Banks (1996).


Crisis Communication Theory: One of the Theories

• Publicity Model. All are permissible, falsehood, incomplete

facts.

• All publicity is good publicity. Dangerous.

Press

Agentry

• Scientific Persuasive Model.

• There are feedback, but organization doesn’t change as a

result of communication management.

• E.g. informing public of a new policy, or recorded phone

message, but no technology for returning messages

(feedback).

Public

Information

Model

2-Way

Asymmetric

• The best – ideal model.

• Dialogue, not monologue. see next slide.

Usually,

• some companies…

• …combine these 4 models

1

2

3

Source: Fearn-Banks (1996).

2-Way

Symmetric

4

• With little or no research is

required.

• Truth is essential.


Crisis Communication: 2-Way Symmetric

2-Way Symmetric – Grunig & Grunig1. Mutual understanding model.2. PR is real intermediary between organization & its publics.3. Either management or the publics may make changes in behavior as a result

of the communications program.4. Research & social sciences theories used, not to persuade, but to

communicate.

In

Dialogue

a. Negotiate

b. Compromise

c. Bargain

d. Listen

e. Engage

Result:

1. Organization knows what the

publics wants & needs.

2. Public understand the

organization needs & desires.

In crisis, • organizations are frequently forced, by circumstances, • to practice this (symmetrical communications) model with adversarial publics.


Crisis: Crisis Communications Plan

Crisis Inventory• Determine which crisis (or crises) we

are likely to face Before developing,

1) a Crisis management Plan (CMP) or 2) a Crisis Communications Plan (CCP).

• For maximum effectiveness of CMP or CCP: need to various info for each type of crisis.

Example: Restaurant: have 2 probable crises

Items should be available 1) Food poisoning: • its recipes, list of ingredients

stocked, list of vendors used, kitchen precautions & procedures, names &

• contact numbers of chefs, list of medical experts for consultation and list for spokespersons.

2) Fire: • evacuation procedures, policy of

using inflammable décor items • (window covering & table cloths,

floor plan of the structure, fire experts for spokespersons).


Crisis: Frequent Types

1. Acquisition; alcohol/drug abuse; 2. Bankruptcy; boycott; bribery; 3. Chemical spill (leak); earthquake;

explosion; 4. Fire; lawsuits; layoffs; murder; 5. Product failure; protest

demonstrations; racial issues; 6. Strikes; tax problems;

transportation accident

a) Can be one or combination of the above.

e.g.: boycott + sex discrimination.

b) Need involvement of entire company or department reps.

‘we-ness’ penting.

b) Each employee has unique perspective on things that can go wrong.

e.g.: janitors more aware on heating, or possible gas leaking.

c) Crisis identification program is crucial.

d) If not, minimum should have staff meetings: determine possible crises.

e) Questions must be answered:• How likely is this crisis ?• How devastating can the crisis

be ?


Crisis: Questions Must be Answered

How likely is this crisis ? – rank them

0 – Impossible: no chance to happen.1 – Nearly impossible2 – Remotely possible3 – Possible4 – More than possible – probable5 – Highly probable: have occurred,

evidence of warning signs

How devastating can the crisis be ?

0 – No damage: not a serious consequence.

1 – Little damage: can be handled, media (- )

2 – Some damage: slight chance media will be involved

3 – Considerable damage: but not be a major media issue

4 – Considerable damage: media ++

5 – Devastating: media +++ →• front page news, • can put company out of

business.


Crisis: Assess of Probability & Damages – A Sample

Reading the graph:1. The possibility of,• Company X suffering a crisis resulting from ‘violence’ &• ‘fire’ seem both likely, but the damage from violence looks more critical.

2. On the other hand, protest demonstration is critical, although not very likely.3. What else can you see from the graph ?

Probability

Damage

02

4 6

Tax problem

Demonstration

Fire

Violence

Part3: Crisis Communication Plan & Crisis Makers


a. Crisis Communications Plan can be either:

1) Part of larger Crisis Management Plan (CMP) with various instructions, big volume.

2) Or as a stand alone as a document to help PR: more manageable, easier to read.

b. Make 3 different CCP if Crisis Inventory determines three (3) likely crises:

• A plan for earthquake different from a plan for product failure:

• publics, media, & key messages (for each crisis) are different.

Crisis Communication Plan: Developing

c. CCP States:1) Purposes2) Policies3) Goals4) Assign employees to various

duties.

d. Generally CCP makes communication with public faster & more effective;

e. Should help (to) end the crisis more swiftly than without a plan.

f. Remember: • CCP is not a manual

guaranteeing success; • don’t just do ‘by the book’

activities, but must be flexible.


1. Cover page2. Introduction3. Acknowledgments4. Rehearsal dates5. Purpose & Objectives6. List of Key Publics7. Notifying the Publics8. Identifying the Crisis

Communication Team9. Crisis Directory

Crisis: 16 Components of a CCP

10. Identifying the Media Spokesperson

11. List of Emergency Personnel, Local Officials

12. List of Key Media13.Crisis Control Center14. Equipment & Supplies15.Pre gathered Info16.Key Messages.


Crisis: Types/Categories

a. Based of the attributions of crisis responsibilitiesor the degree to which the organization is perceived to be responsible for the crisis.

b. Increased attributions of crisis responsibilitygenerate stronger feelings of anger & low reputational scores

c. By identifying the crisis type,• the crisis manager can anticipate how much

responsibility stakeholders will…• …attribute to the organization at the onset of

the crisis; • thereby establishing the initial crisis

responsibility level.

Coombs & Holladay (2002)

W. Timothy

Coombs Ph.D

Professor,

Advertising-Public

Relations, Univ. of

Central Florida

Sherry J. Holladay,

Ph.D

Professor, Nicholson

School of

Communication,

Univ. of Central

Florida, Orlando


Based on the attributes of crisis responsibilities

9 Basic Categoriesa. Natural disasters, b. Malevolence, c. Technical breakdownsd. Human breakdowns, e. Challenges, f. Mega-damage, g. Organizational misdeeds, h. Workplace violence, i. Rumors.

5 Clusters On the basis of the organizational responsibility

a. Rumors b. Natural disastersc. Malevolence d. Accidentse. Misdeeds

Crisis: Types/Categories (Cont.)


Situational Crisis Communication TheoryTaxonomies in relations to the response

13 Types 3 clusters with similar level of responsibility.a. The victim cluster (4): • The organization is a victim, • Minimal responsibility.1) Natural disaster, 2) Rumor,

b. The accidental cluster (3): • Unintentional (not intend to create crises), • Moderate responsibility.1) Challenges, Technical-error…2) …accident, 3) …product harm.

Crisis: 3 Clusters

3) Workplace violence, 4) Product tampering


c. The preventable cluster (6): • Purposefully placing stakeholders at risk, or knowingly taking

inappropriate actions, • Or human error that could have been avoided.• Produce strong attributions of crisis responsibility severe reputational

threat to an organization.Human-error…1) …accident, 2) …product harm,

Organizational…3) …misdeed with no injuries, 4) …misdeed, 5) …misdeed with injuries,

6) Management misconduct.

Crisis: 3 Cluster (Cont.)


Crises often begins with negative rumors.1) Usually passed by word of mouth; 2) No verification facts, 3) No credible source.

Can be…a. …Positive or negative.b. …Absolutely false, or partly false.c. …Undeniable true, or premature facts.Expression: • There is a ring of truth in every rumor. • => Because people know & believe that expression, they tend to

believe there is truth in rumors.

d. As in the children’s game: from child01whispers to child02.. to child10. => Becomes unrelated to the original message.

e. Can spread innocently, but can be malicious & intentional.

Crisis: Rumor


a. Victim rarely knows how a rumor started, or who has heard it.

• Makes it difficult to curtail its spreading,

• which happens quickly & often with disastrous consequences.

b. Difficult to know the source: • Each person who passes it may

change it, & • contributing part of is source.

Crisis: How Rumors Start

Ralph L. Rosnow, Ph.D.

Director, Doctoral program,

Social & Organizational

Psychology, Temple Univ.

(1982-2001)

c. Ralph Rosnow : “Those who…• Believed the rumor, will pass it

on, • Did not believe it, did not pass

it on”.


1. Reason: They are news, news with emotional relationship to their lives.

2. Often plausible (believable, probable).3. Often refers to something causing distress & fear;

hoping to relieve, by giving reasonable explanation or denial.

4. Dr. Allan J. Kimmel: 229 college students spread rumors on AIDS.

5. The more frightened the more likely to repeat.6. In repeating:• People may find contrary facts that will calm

them.• But if the person you tell believes it, it can

escalate your fears.

Rumor: 6 Ways on How Rumors Spread

Dr. Allan J. Kimmel

Professor, Marketing,

ESCP Europe, Paris,

France.


1. Intentional Rumor: a restaurant is said to be owned or related to a Celebrity.

2. Premature-Fact Rumor: layoffs rumor that eventually turn out to be a fact.

3. Malicious Rumor: often started to damage competitors’ business.

4. Outrageous Rumor: is one that is so unbelievable that people say,• “It has to be true. • Who would create such a story ?” • => K on Snapple Beverage Co. stands for Ku Klux Klan, not ‘Kosher’.

5. Nearly True Rumor: partly true – then people believe all are true. Eg. Reebok in apartheid era in South Africa.

6. Birthday Rumor: emerge over & over again, as it is as regular birthday.

Rumor: 6 Types


1. When rumor seems to develop, spread accurate information that is contradictory to the rumor.

2. After rumor has circulated, analyze: • Its Origin• Why it occurred• What possible impact(s) it can generate• Will it go away

3. Do nothing: sometimes denial draws more attention than silence.

E.g. Gerber, baby food jar.

4. Deny publicly: prove it has no basis in truth.5. Get outside expert to discredit the rumor.6. Advertise: buy ads in high-circulation

publications.

Rumor: 6 Ways to Fight


Crisis: James Grunig’s Advice

Good Crisis Communications starts away before an

incident occurs.

1. Communication with publics before decisions =

most effective in resolving issues & crises

→because it helps managers,

• to make decisions that are less likely to produce

consequences…

• …that publics make into issues & crises.

2. If you don’t communicate,

• With your publics until an issue or crisis occurs,

• the chance of resolving the conflict is slim.

James E. Grunig

Professor Emeritus

Dept. Communication,

Univ. of Maryland.


Crisis: Grunig’s 4 Principles

4 Principles of Crisis Communications - Grunig

The…

1. …Relationship Principle

• An organization can withstand both issues & crisis better,

• if they have established good, long-term relationships with publics

who are at risk from…

• … decision & behaviors of the organization.

2. …Accountability Principle

• Organizations should accept responsibility for…

• …a crisis even if it was not their fault.


Crisis: Grunig’s 4 Principles (Cont.)

3. …Disclosure Principle

• At the time of a crisis, an organization must disclose all that it

knows about the crisis or problem involved.

• If it does not know what happened, then it must promise full

disclosure once it has additional information.

4. …Symmetrical Communication Principle

• At the time of a crisis, an organization must consider the public

interest to be at least as important as its own.

• Public Safety, for example, is at least as important as profits.

• Therefore the organization has no choice other than to engage in

true dialogue with publics &

• to practice socially responsible behavior when a crisis occurs.


Crisis: Listening to Your Audiences

a. To make sure you are doing all you can to avoid a crisis, you need

to always be listening carefully to your audiences.

b. What are the issues that are surfacing in chat rooms ?

• In news groups ?

• And in the media ?

• How are employees, vendors, & the community responding to your

messages ?

• These questions can easily be answered through…

• …regular surveys & content analysis of the media (print,

electronic & the internet.)


Crisis: Listening to Your Audiences (Cont.)

HOW DO You Know How Well You are Doing Under Fire ?

• But sometimes all the listening in the world can’t prevent…

• …the unavoidable accident, or the simple twist of fate.

• Through no fault of your own, the TV cameras are…

• …at your doorstep & the spotlight is upon you.

• Your crisis communications plan kicks into effect,

• your key messages are delivered, the emergency web site is

live.

• So assuming that your organization has followed all the rules,

• how do you know how well you’re doing under fire. → how

effective ?


Crisis: 3 Elements to Measure Your Effectiveness During A Crisis

Measuring…

1. …outputs & the effectiveness of your process:

• Hour by hour, or day by day monitoring of the media to determine if…

• …your key messages are being communicated & to whom.

2. …impact:

• Determining if the messages are having the desired effect,

• if they are being believed, & if they’re swaying public opinion.

3. …outcomes:

• In the long run, did the crisis impact your reputation, customers’ intent to

purchase ?

• Employee turnover ?

• Shareholder confidence ?

Which type of measurement you select should be driven by your internal

needs for better decision making tools.


Crisis: Checking Effectiveness

1. If crisis is on-going, & you need,• to make decisions hourly or daily as to what to say or not say,

monitoring will be essential. • You should schedule delivery of such a monitoring report in plenty of

time to allow you to craft & refine the key messages… • …you need to be communicating.

2. A monitoring report typically examines print, television, radio, internet news groups & chat rooms to:

a. Determine what is being said, b. How the organization is being positioned, & c. What messages are being delivered.

3. Sometimes, the ultimate measure isn’t the content, but the sheer volume of crisis coverage.


Crisis: Checking Effectiveness (Cont.)

4. The following charts track the volume of clips over the first few weeks after a crisis has broken for several well-known crises.

5. On the left axis I is the number of impressions in millions made the first day the news story broke.

• The chart then plots the number of impressions made each week over the next few weeks.

• As you can see, sometimes the volume of coverage goes up after the crisis breaks & sometimes it goes down. That’s the difference between well-managed crises & poorly handled ones.

6. A well managed crisis,• gets all the bad news over with up front by aggressively dealing with a

problem. • A poorly handled one, can drag on for months, as you can see by the

following charts:


Crisis: Intel Pentium Shake

In the infamous case of Intel Pentium,

• Intel long denied its existence until camera crews showed up on their door

step.

• The resulting coverage went on for months.

Mea Culpa = Own The Problem

The Pentium Flow


Crisis: Initial Crisis Response Best Practices

Be…1. …quick & try to have initial response within the first hour.2. …accurate by carefully checking all facts. 3. …consistent by keeping spokespeople informed of… a. crisis events & b. key message points.4. …ready to provide stress & trauma counseling to victims of the crisis & their

families, including employees.

5. Make public safety the number one priority.6. Use all of the available communication channels including the social media,

websites, intranet, & mass notification systems. 7. Provide some expression of concern/sympathy for victims. 8. Remember to include employees in the initial response.

Source: Coombs, http://www.instituteforpr.org/crisis-management-communications/

http://www.instituteforpr.org/crisis-management-communications/

http://www.instituteforpr.org/crisis-management-communications/


Crisis: Why Crises Happen

Q: Why Crises Happen ?

A:

1. Management’s failure to understand the issue, public opinion

Failure to…

2. …effectively engage the media – allowing others to control the

issue

3. …demonstrate control, concern & credibility

4. Over-reliance on legal response/defense

Part4: Media & Social Media


Crisis: 3 C’s & Emergencies Strike

3 C’s of Success

a. ControlTake appropriate action, explain it

b. ConcernDemonstrate concern, compassion

c. Credibility1) Know the facts2) Be first with the news3) Build trust

Before Emergencies Strike

a. Consider likely, unlikely scenarios

b. Identify key staff members, roles

c. Establish relations with external contacts

d. Develop a plan1) Objectives for each audience2) Think, “How would we ?”3) Identify resources 4) Train, rehearse staff

members


When ‘Stuff’ Happens

a. Fill the immediate “news hole” b. Collect, analyze the factsc. Assess newsworthiness – when,

where is it news ?d. Who are other likely news

sources ? • What are they saying?e. Develop a strategy, messages –

& communicate them f. Don’t let your silence become

the story

Crisis Potential: Expression

Avoiding the Initial “No Comment”

Even without facts, you should be able to express:a. Awareness – “We are aware

of/not aware of…”b. Concern – “We are concerned

about (or are taking seriously) reports of …”

c. Commitment – “Once we have the facts, we will take appropriate action …”


Crisis: Assessing News Value

a. Prominence

b. Timeliness

c. Impact

d. Proximity

e. Conflict

f. Emotion

h. Oddity

i. Sex

j. Suspense

k. Progress

l. Trends

m. Visuals

Goal: Address & reduce news value


Crisis: News Media

Dealing with News Media

a. Labels – what are we calling this ?

b. Develop an approval process, one set of facts

c. Briefings or interviews ?d. Be helpful, instructive, polite

– but always firme. Reach out to third parties for

credibilityf. Listen for news, concerns g. Good relationships are

made in bad times

It Is Not About Answering Questions

1. Prepare talking points2. Make statements about the

issue3. Explain your company’s

perspective4. Shape the story


Starting Points for Good Responses

a. “Our primary concern at this point is…

b. “What I can tell you right now is…

c. “At the moment, our primary focus is…

d. “The important thing at this point is…

e. “I think a more accurate term is _____ (& then explain why) …

Crisis: Responses


a. Confirm/assign staff responsibilitiesb. Plan for sustained media presence, coverage – develop a

briefing schedulec. Find daily news peg, story angle – think “what’s next ?”d. Be first with the news (internal & external) – shape the story e. Prepare your spokespersonf. Look for good news – offer “behind the scenes” access, if

appropriateg. Use all your tools • E-mail, • Website,

h. Don’t forget internal communications i. Pace yourself, key staff

Crisis: Major Accidents or Emergencies

• YouTube, • Photo releases


If/When It Gets Really Bad

a. Ask yourself, “What’s the worst thing ‘they’ can do ?”

b. Volunteer for the second worst quickly

c. Announce the decision to do so

The longer you delay, • the higher the cost –• Money $$ & reputation

Crisis: If/When & Legal Counsel

Working with Legal Counsel

a. Same team, different perspectives

b. Equally critical in emergenciesc. Tactics1) Build relationship in advance,

gain trust2) Highlight bad examples

elsewhere3) Understand legal concerns,

present options4) Bottom line – the boss needs

both perspectives


When the Storm Passes

a. Thank those (inside & outside) who helped

b. Reward & congratulate successes

c. Collect lessons learnedd. Track issues, think about next

news peg – memorial, anniversary ?

Crisis: Storm & Key to Success

Keys to Success

a. Build relations with key people in advance

b. Have a plan, communicate it c. Fill the immediate “news hole” d. Try to stay ahead of the news e. Use all your resources 1) Staff, 2) Website, 3) Social media

f. Learn for next time


Crisis: Essential Role of Crisis Communication

To affect the public opinion process;

To prove that The Prevailing Truth is:

a) Not Factual, or

b) Not wholly factual

Use News MediaAlso Need:

Community relations

Consumer Relations

Employee relations

Needs,

• Writing Skill, &

• Other skills.

But DON’T depend

on News Release

only

Not Factual

Not Wholly Factual


Crisis: Working with the Media

Managing a Crisis Working with the Media - As the Primary Stakeholder

a. Three (3) possible results of a crisis:

1) Organization is put out of business, ruined, sued.

2) Still exist, • but has lost some image,• respect, or financial position.

3) “Won the war” of,• public opinion & is seen better

(more favorable) than…• …before the crisis. Many

want this.

b. Information about crisis,• reaches publics by the media

more than by any other means. • You can not hide – media will

find you.

c. Bad news sell – unfortunately. • Negative story is more

newsworthy than…• …a positive one.

d. Plan in advance a system,• whereby you are notified of

erupting crises. • Be among the first to know.


Crisis: To Prevent Crisis

a. PreventionWarning signs (prodromes) are crucial.

b. Good to Avoid (Prevent) a Crisis:1) Strong community relations;2) Ongoing proactive PR programs;3) A strong people centered, rather

than profit centered;4) Good Corporate Culture: honest,

open communication is basic value.



a) Before the crisis, anticipate what the media needs & wants;b) The media wants to sell the newspaper & win the ratings war;c) Media gives (the public) what it wants to know, rather than what the

public needs to know;d) There is a fine line between news & entertainment; & crises make for

entertaining news.e) The public is perceived to enjoy watching, reading about

organization that might have done bad things;f) Never say ‘no comment’ – you’ll be perceived hiding information or

guilty;

g) If there is legal reason for not revealing information, • you must explain this as much as possible, & promise to reveal it a

specific time; • Do all you can to have the information at that time;


Crisis: Working with the Media (Cont.)

h) Do not assume the story will go away; • the media can write stories without you; & • its more dangerous for your organization.

i) Media can build its cases against the organization (as ‘ the bad guy’) through:

1. Interviews with disgruntled employees, volunteers, customers, former employees, former customers.

2. Regurgitate bad files kept in the computer, & call up log forgotten problems & mistakes.

j. Don’t against the media • “do not wage a war with an enemy who buys ink by…• …the barrel, paper by the ton, & controls the airwaves.”



What will the media want to know ?

1. What happened ?2. Were there any death or injuries ?3. What is the extent of the damage ?4. Is there a danger of future injuries or damage ?5. Why did it happen ?6. Who or what is responsible ?7. What is being done about it ?8. When will it be over ?9. Has it happened before ?10. Were there any warning signs of the problem ?



a. If you have made mistake, it’s better to reveal at once, apologize & make amends (later).

b. Release your own bad news, as you may lessen the likelihood of rumor, supposition, half-truth, & misinformation. ‘Stealing Thunder’.

c. If it has already resulted injuries or deaths, or • if safety is threatened, talk to the media immediately & indicate

that you are looking into the situation…• …which you ‘just found out 5-10 minutes ago’. to show that

you care, & you care media’s demand.

d. If not knowing now, ask to call back. Keep your promise.e. Important:

• Media & the public are entitled to have the facts. • The idea is to help provide the media, in its coverage, with a

minimum of criticism of the organization. f. The goal is: to keep or get the public trust through the media.



a. The goal is: to keep or get the public trust through the media. b. The media needs you (for information for interesting stories), & • your organization needs media to…• …communicate with the public en masse.

c. Keep this symbiotic relations in mindAlways establish spirit of cooperation.

d. Three (3) responses to a media request (in a crisis):We…1) …know, & here’s all the information (the media need).2) …don’t know everything at this time. • Here is what we know (now). • We will find out more & let you know.3) …have no idea, but we will find out & tell you (the media).


Apology & Excuse: The Difference

a. Know the difference between an apology & an excuse. b. An excuse passes blame to others; an apology does not. c. Do not say, “We didn’t realize . . .” when you should have realized. d. An apology is a sincere admission that you are sorry for whatever

happened. e. When people, especially children, • were sick & dying from the E. coli that had tainted Jack-in-the-Box

hamburgers, • an excuse was not what the consumer public wanted to hear. • Saying the meat-packer was responsible for the E. coli infections was not

an apology. f. If your company had sold such a product, • you would owe the public an apology: “We are sorry. We will do

everything we can to make amends. • We take responsibility for medical treatments”.

See “Apologia Theory” in Chapter 2, “Crisis Communications Theory” & also Chapter 14, “Individuals in Crises.”


Spokesperson: Identify

a. Identify one primary spokesperson for your company. b. Designating one primary spokesperson reduces the possibility of,• Conflicting statements, • Organization values, or • Explanations being released to the media. c. Speaking with one voice is more crucial in a crisis than during normal

operations.d. The CEO is considered by most public relations professionals,• to be the spokesperson of choice during a crisis, • especially if people have been injured, if there is danger of physical

harm, or • if there are millions of dollars in damages.

e. The CEO usually has the most credibility with publics & the media. • They are seen as true representatives of the company, as persons who can

make decisions, & speak for the company. • If the company has a heart, it is the CEO’s; at least, that’s the public’s

perception.


Spokesperson: Identify (Cont.)

f. Alternative spokespersons should be selected in the event the primary spokesperson is not available during a crisis.

• Supportive spokespersons, people who can speak authoritatively on technical subjects, are frequently of value, too.

• For example, if patrons of a restaurant get food poisoning, a physician might serve as…

• …a supportive spokesperson responsible for telling the public about symptoms & treatments.

External Experts as Spokespersons1. When there is an opportunity,• to let impartial experts speak about your company’s diligence, • sense of responsibility, or innocence in a crisis, permit them to be

spokespersons. 2. In the Snapps restaurant case (see Chapter 6), • medical officials spoke at news conferences telling the public that…• …AIDS could not be spread to food by an HIV-positive food handler.



News Conference

a. If a news conference is warranted & can be arranged swiftly, arrange one. b. Prepare statement, • read & distributed to the media. • This assists you in setting the tone for the rest of the session.

c. Spokespersons should have major talking points (key messages & speaking points).

d. These talking points are 1-or 2-sentence summaries used to remind you of messages you want to be sure to get across to the public.

e. They might provide details about,• the crisis or positive information about the company, • such as the company’s safety record, safety procedures, evacuation

procedures, & • other information that says, “We are very concerned; we care.”



f. Be mindful during a crisis, • however, that it is not the time to

bring up unrelated community service projects,

• no matter how many you have.

g. When lives are in jeopardy, • no one wants to hear about how

much money you…• …give annually to scholarships.

h. Spokespersons should rehearse their statements &

• talking points enough to be comfortable with the information,

• to be comfortable in front of TV cameras, &

• so prepared that he or she need only glance occasionally at notes.

i. Preferably, before a crisis, • practice sessions should be held in

which employees ask…• …the most difficult, rude, pointed

questions of…• …the spokespersons to simulate

an actual crisis news conference.

j. Do not prolong the crisis by,• calling an unnecessary news

conference or • by engaging in other activities that

can keep the crisis in the news. • During a crisis, you want to get off

the news pages & broadcasts.


New-Crisis & Social Media: About

From the case (previous slide), 1. How should a company respond,• to a crisis generated by such communication on…• …social media such as YouTube, Facebook, Twitter ?

2. What are the appropriate strategic considerations ?3. What goals & objectives are,• realistically achieved when utilizing social media

in…• …a pro-active or reactive fashion ?

4. Is Dominos response,• to its YouTube crisis by posting its own video on…• …YouTube can be consider as the right response ?

5. What other steps should be taken ?6. How can results be measured ?


Crisis: Dealing with Social Media

1. Part of your strategy, but not the driver

2. Valuable resources for: a) Monitoring, listeningb) Sharing perspectivec) Interacting with users/customers/clients 2 i

3. Can be a time/resource “vampire”4. Choose those that work for your business5. Interact with professionalism, authenticity


Crisis & Social Media: Writing Social Media Messages

Social media is,

1. Effective method for monitoring & participating in proactive public

discourse;

2. Also a tool for participatory crisis or emergency communications.

3. The difference: is the speed with which one can communicate

information & misinformation.

4. Blogs, Twitter, Facebook, Path, Instagram, are used to convey

messages.

They can build trust or they can destroy trust depending upon how they

are used.

Note:

• More than ever, rules of writing are important &

• they will remain important no matter what social media are created.


Guidelines: Social Media Writing

Here only some Guidelines

For Complete guidance you need

to read the book.

Know your…

a. …Subject well

• If you don’t, research it well.

• Talk to experts.

b. …Public(s)

1) What knowledge do they have

about the subject ?

2) Don’t want to talk down to them,

• but you want to use all

information needed to get them

on your side.

c. What is the best method of

communication ?

• What is the best way to…

• …reach your targeted publics ?

1)Which social media network should

be used ?

• Or is your public reached best

by…

• …other methods ?

2)There are people who do not live

by social media.


Guidelines: Social Media Writing (Cont.)

d. Don’t forget ancient tools such as telephones & direct mail.

• If your public is not large, • use a personal phone call or a

letter.

e. Monitor social media:1) To see what is being said about

your subjects & who is communicating.

2)Participate in the discussion. 3) In Twitter, • you may have only a few

followers, • but all your followers may have

dozens or hundreds.

4)By communicating you are building relationships, building a community.

5)Some PR agencies make lists of,• tweets & blogs about their

clients & give the list to…• …the clients weekly so that

they will know what the issues are.

f. When you begin to write, have the reader in mind

• If you have monitored &participated in discussion,

• you have a good idea of who the reader is.


Guidelines: Social Media Writing (Cont.)

g. Think before you write1)You need to think of your

objective. 2)What do you want to happen as a

result of this effort ?

h. Adopt a style• The most frequently used style

book is the Associated Press Style Guide.

• Make sure you have the most recent edition.

• There are differences & changes in accepted style.

i. Make sure everything is accurate 1)Good writing is,• moot if the facts are wrong. • If you make a mistake in social

media, • it is possible that thousands of

readers are…• …misinformed forever. 2)There are no editors as in

traditional media.

Part5: Other Important Notes


Crisis: 7 R Crisis Management

1. Respond

2. Regret

3. Resolution

4. Restitution

5. Reform

6. Responsibility

7. Reputation (brand) Rebuilding

Clarke L. Caywood & Hud Englehart

Clarke L. Caywood, Ph.D.Prof. Integrated Marketing Communications & PR, Northwestern Univ. School of Journalism (1989-Present)

Hud EnglehartAdjunct Professor, Northwestern Univ. (2003-Present)


Crisis: Crisis, Risk & Issues

Crisis, risk, & issues areInterdependent, as well as unique matters.

Risk. Defn: • A probabilistic assessment of

‘what can go wrong’, • with certain impact & magnitude. • Remember Insurance Company

‘rules’

Crisis occurs when the risk manifests itself, &• people are harmed (or worry that

they are, & • perhaps even wonder why they

were not). • When a risk happens (Eg. ‘Puting

Beliung’), a crisis may occur.

Issues: can arise from risks. As such, an issue is,1. A contestable matter of fact

(masalah yg diperdebatkan), 2. Value (nilai2), 3. Policy (kebijakan), or4. Identification.

Known risks can be contested issues

1. Magnitude, 2. Harm, 3. Occurrence, 4. Prevention, 5. Mitigation.


Crisis: Crisis, Risk & Issues (Cont.)

An issue can become a crisis. Examples: • The issue over the health hazards of tobacco use.• Risk of health effects became crisis for:1. Tobacco industry &2. Public health authorities at the state & federal levels.

RiskIssue

Crisis


Crisis: Crisis, Risk & Issues (Cont.)

The triangle connection between:

1. Risk2. Issue3. Crisis

Can…a. Have public policy implications;b. Arise from & lead to private sector threats &

opportunities

A risk can create the opportunity for:a. A product (a medication) orb. Public policy (public health campaign).

Example:Toys: a vital part of seasonal giving & marketing,• can pose risks, a crisis for parents & companies, • And become a matter of public policy.

This interconnection enriches the rationale for & theory to advance the understanding of public relations.


Crisis: Crisis Defined

Crisis management: seeks to prevent crises.

Prevention protects:1. People, 2. Property, 3. Financial resources, & 4. Reputation assets.

Crises are threats. But the outcomes can be (new) opportunities;• depend how you manage the

crisis.• Remember the Chinese proverb

about the word ‘Crisis’.1. Effective ‘crisis management’

stronger organizations.2. Management by crisis take a

heavy toll on stakeholders.

One of many definitions of crisis:• “Crisis is the perception of an

unpredictable event,• that threatens important

expectancies of stakeholders &• can seriously impact an

organization’s performance &• generate negative outcomes.”*


Crisis Defined: Role of Stakeholders

A point: the perceptual nature of crises.• How stakeholders view an event

has consequences for,• whether or not that event

becomes a crisis. • Honor stakeholder concerns

it has a role in co-creating the meaning of a crisis.

Meaning is,• socially constructed (including the

meaning of ‘crises’, • also socially constructed). • Thus important to use a

definition that reflects the perceptual nature of crises.

Crises are not the same with incidents.

Crisis definitions reflect ‘serious events’, which bring ‘negative outcome’:1. Not only that have the potential

to seriously impact the organization.

2. But also harming stakeholders.

The definition uses “negative outcomes” to include any type of harm to stakeholders, including:1. Physical, 2. Financial, &3. Psychological.


Crisis: Perception & Potential

“Crisis is the perception of an unpredictable event, • that threatens important expectancies of stakeholders &• can seriously impact an organization’s performance & generate

negative outcomes.”

The word ‘Potential’ is,• used because actions taken by crisis managers may prevent a crisis

or • significantly reduce the damage one can inflict.

Crisis management is more than Reaction; it can be:1. Prevention2. Preparation


Crisis: Conclusion

a) Slides & Lectures from,• the videos are only part of…• …content which you need to study.

b) To comprehend the study of ‘Crisis Communication’, you must read the sources:

1. Books2. Journals.3. Other sources.

c) Read, Read & Read.d) GOOD LUCK with your study.


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