By Group 2

Extraordinary events or series of events that negatively affects the reputation of an organization, the integrity of a product, the psyche and safety of employees, or the community

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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Requires quick assessment Collection of facts Actions to 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

Precrisis
Scanning Assessing situation Designing Tools & Systems Monitoring

Crisis
Detecting Containing Recovering

Post Crisis
Follo ing -u

Sha ing memories Assessing effecti eness

Learning

Objective - prevent or lessen the negative outcomes of a crisis and thereby protect the 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

Issue Sources
Newspapers Business Magazines TV News Trade Journals Public Opinion Polls Medical/Science Journals On-line (web pages, newsgroups, etc.
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Risk Assessment Sources

Safety/accident records Ethical climate surveys Financial audits Liability exposure Workers Comp. Product tampering Risk audits (70-80%) Sexual harassment exposure

Relationship Sources
Shareholder resolutions Stakeholder complaints Rumors/grapevine at conventions Speculative discussions Potential Boycotts

Principle: Keep in continual contact with key constituents and listen to what they are saying.

Evaluate issues in two dimensions

likelihood impact

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Evaluate risks with risk management grid Evaluate relational threats

Power(Leverage) Legitimacy (Value driven) Willingness (Desire for action

Risks Issues

Relationships

Scenarios Rankings Intuitions ROTs History

Historical Types of Crises

Natural disasters Malevolence (kidnapping, product tampering, terrorism etc. ) Technical breakdowns Human breakdowns

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Challenges (boycotts, strikes, lawsuits, government actions) Megadamage (oil spills, radioactivity) Organ. Misdeeds Workplace violence Rumors

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Prepare Crisis Communication System Develop Crisis Management Plan Select Crisis Management Team Select Spokespersons

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Physical setup Prepare tools

Intranet Internet Phones

Prepare team

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 contact sheet Crisis Assessment
overview likely scenarios

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Incident report form

(documents what happened)

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Proprietary info. (list) Strategy worksheet Stakeholder contact sheet Crisis control center (e.g.
where, capabilities)

Postcrisis evaluation

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

Typical roles
Legal Security/safety PR Operations Top Management (CEO) Victim manager

Make time for training (63% companies do)

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 Cs: Concern, clarity, control, confidence, & competence

Skills of the spokesperson

Appear pleasant on camera (visual, nonverbal) Answer questions effectively
x x x x x Dont argue with reporters Avoid no comment comment (65% believe no comment = guilty Challenge incorrect information Assess assumptions of questions Legitimize

Present information clearly

x Avoid jargon 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 Assess type & character of crisis
different crises require different strategies

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Respond quickly Acknowledge what you dont know yet Express sympathy You can express concern without opening the company 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 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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Define the problem Centralize communications Communicate early and often Get inside the medias head Communicate directly with affected constituencies

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Tell the truth Prove it with action Listen to the customer Manage for tomorrow Conduct public relations as if the whole company depends upon it A companys true character is expressed by its people Remain calm, patient, and good-humored

Corporate Communication Strategy Framework

Messages

Corporation

Constituencies

Constituents Response

Messages
 What is the best communication channel?

Corporation
 What does the organization want each constituency to do?  What resources are available? Money Human resources Time  What is the organizations reputation?

 How should the organization structure the message?

Constituencies
 Who are the organizations constituents?  What their attitude about the organization?  What is their attitude about the topic?

Constituents Response
 Did each constituency respond in the way the organization wished?  Should the organization revise the message in light of the constituency responses?

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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.

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

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