Crisis Communications

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Christine Baker, president of CB Creative developed a presentation for Advanced Journalism students on the topic of crisis

Unterhaltung & Humor

What’s a Crisis?

“A crisis is unpredictable but not
unexpected.”
- Timothy Combs

But what actually is a crisis?

3

Historical Types of Crises
  Natural disasters   Challenges (boycotts,
  Malevolence strikes, lawsuits,
(kidnapping, product government actions)
tampering, terrorism
etc. )   Megadamage (oil
  Technical breakdowns spills, radioactivity)
  Human breakdowns   Organ. Misdeeds
  Workplace violence
  Rumors

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Crisis Communications

  Sub-speciality of PR.
  Designed to defend.
  Designed to protect a reputation.

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Overview

Precrisis Crisis Post - Crisis
• Scanning
• Detecting • Following -up
• Assessing situation
• Shaping
• Designing Tools & • Containing memories
Systems

• Monitoring • Recovering • Assessing
effectiveness

Learning

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Proactive vs. Reactive
An effective crisis communications plan should:
· Define response strategies that can be implemented
when a crisis occurs;
· Assign crisis communications resources and
responsibilities;
· Enable you to reach target audiences with key
messages, and
· Launch public information and media relations
campaigns immediately during a crisis.

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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

9

Designing Tools & Systems

  Select Crisis Management
Team (CMT)
  Select Spokespersons
  Develop Crisis
Management Plan
  Prepare Crisis
Communication System

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Selecting the CMT

  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

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Selecting the CMT
  Typical roles
  Legal
  Security/safety
  PR
  Operations
  Top Management (CEO)
  Victim manager
  Make time for training (63% companies do)

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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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Develop Crisis
Management Plan

  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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Prepare Crisis
Communication System

  Physical setup
  Prepare tools
  Intranet
  Internet
  Phones
  Prepare team

15

Managing the Crisis

  A. Detecting the crisis
  B. Containing the crisis
  C. Recovering from the
crisis

16

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

Defensive Accommodative
Attack Denial Excuse Justification Ingratiation Corrective Full
Accuser Action Apology

Weak Crisis Strong Crisis
Responsibility Responsibility

Rumors Natural Disasters Malevolence Accidents Misdeeds

18

Managing Post-Crisis

  Assessing effectiveness
  Examine records
  Look at phases of crisis
  Determine changes

19

Learning

  New protocols and systems
  New training opportunities
  New personnel

20

Questions?

  Thank you for the opportunity to present
this lecture today.

  Christine@cbcreativeinc.com
  www.cbcreativeinc.com

21

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Effective Crisis Communication Chapter 5 – 10 Lessons on Managing Crisis Uncertainty Effectively Ulmer, R., Sellnow, T., and Seeger, M. (2019). Effective crisis communication: Moving from crisis to opportunity. Sage Publications. Thousand Oaks, CA. Defining Uncertainty Uncertainty – The inability to predict the future. Lack of Information Complexity of Information Quality of Information Crises create EPISTEMOLOGICAL and ONTOLOGICAL uncertainty. Epistemological – Uncertainty from lack of knowledge. Ontological – Uncertainty from a new future created by crisis – The future has little to no relationship with the past. Lessons 1 - 3 Crises Can Start Quickly and Unexpectedly Shouldn’t respond with routine solutions The threat is perceptual Lesson 4 Communicate Early and Often Regardless of Having Information or Not! Because of uncertainty, accurate info is not there for stakeholders. Effective strategies include making a list of potential questions. What happened? Who is responsible? Why did it happen? Who is affected? What should we do? Who can we trust? What should we say? How should we say it? Lesson 5 Ethical Ambiguity During Crises Organizations should not purposely heighten the ambiguity of a crisis to deceive or distract the public Ambiguity is “an ongoing stream that supports several different interpretations at the same time”, Weick (1995) Ethical when – uses unbiased data to inform and contribute to the complete understanding Unethical when – using biased or incomplete information to deceive Lesson 6 Be prepared to defend your interpretation of the evidence surrounding a crisis Lesson 7 Without good intentions prior to a crisis, recovery is difficult or impossible Questions of Evidence Questions of Intent Questions of Responsibility Lesson 8 If you believe you are not responsible, you need to build a case for who is Lesson 9 Organizations need to prepare through simulations and training Crises thrust people into unfamiliar roles. Crisis demands can bring structures to their knees. Organizations should train and prepare for crises. Lesson 10 Crises challenge the way organizations think about and conduct their business Crises create “Cosmology Episodes” – disorienting experiences in which beliefs and sensemaking structures are hampered. Weick (1993) They can change how we think about the world. Organizations and Stakeholders need information to reduce uncertainty. Organizations in crisis often stonewall Stakeholders are left wondering if they will get information needed to protect themselves Media speculates Effective Crisis Communication Chapter 1 The Conceptual Foundation Ulmer, R., Sellnow, T., and Seeger, M. (2019). Effective crisis communication: Moving from crisis to opportunity. Sage Publications. Thousand Oaks, CA. Importance of Crisis Communication Skills No community, organization, public or private is immune from crises. The need for understanding effective crisis communication has increased in demand. Cyb ...

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Effective Crisis Communication Chapter 3 Lessons on Effective Crisis Communication Ulmer, R., Sellnow, T., and Seeger, M. (2019). Effective crisis communication: Moving from crisis to opportunity. Sage Publications. Thousand Oaks, CA. Lesson 1 Determining your Goals Often broad statements that help guide Could be to reduce the impact of the crisis Keep the organization’s image intact or maintain customers Helps reduce uncertainty during crises Linking to organizational values helps harmonize Important to determine, rank, and identify potential obstacles to goals. Lesson 2 Develop True, Equal Partnerships with Organizations and Groups that are important… Partnerships defined “Equal communication relationships with groups or organizations that have an impact on an organization” Established through honest and open dialogue Partners may be advocates for or antagonists against Effective partnering begins before crisis occurs. Establish relationships with stakeholders before! Lesson 3 Acknowledge your stakeholders as partners when managing crises Stakeholders are external and internal groups that can have an impact. Effective strategies include making a list of potential stakeholders. Employees Competitors Creditors Consumers Government Agencies Community Activist Groups Media Lesson 4 Develop Strong, Positive Relationships with Primary and Secondary Stakeholders Primary – Those most important to success and interact with most often. Secondary – Key groups that do not play an active role but are still important to success. Types Positive – Both listen, understand, and communicate with each other Negative – Antagonistic relationship, not open to listening or communicating Ambivalent – No true partnership, each work with each other, but no one listens Nonexistent – Organization is not aware of stakeholder and does not communicate Lesson 4 Develop Strong, Positive Relationships with Primary and Secondary Stakeholders Communicating with underrepresented groups Culture-Neutral Approach: Everyone acts on and accesses CC information in similar manners. Problem - Not everyone had a car to evacuate Hurricane Katrina Culturally-Sensitive Approach: Messages should be tailored to the cultural characteristics of groups. Person, Place, Time, Occasion, Literacy Level, and Message to name a few Culturally-Centered Approach: Most appropriate – Includes underrepresented groups in the process. Means partnerships must happen. Lesson 5 Effective CC means listening to stakeholders First mistake is to attempt to engineer consent through spin. Get the information out, but then make time to listen to concerns. Public Information Sessions Q&A Public meetings can become difficult. Vocalized anger must be acknowledged and legitimized. Once you have listened, then determine which audiences to focus on and how to address their concerns. Lesson 6 Communicate early, Acknowledge uncertainty, Assure the public you will keep communicating Communicate Early and Oft ...

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