2. A crisis is a situation that has reached a critical
phase for which dramatic and extraordinary
intervention is necessary to avoid or repair
major damage.
- Harvard Business Review
3. A crisis is a situation that has reached a critical
phase for which dramatic and extraordinary
intervention is necessary to avoid or repair
major damage.
- Harvard Business Review
R E P U TAT I O N & M O N E Y
Poor handling of a crisis can
cripple a reputation and cause
staggering monetary loss.
T
G O O D W I L L
Effective handling can
cement a positive reputation
and establish goodwill.
U
L O N G - T E R M P E R C E P T I O N
How an organization handles
a crisis may influence how it
is perceived for years to come.
7. BRIEF
RECAP
March 2:
March 12:
March 18:
March 20:
Little media attention
Major story in Austin,
treated as hate crime
New method, question
of new motive
8. BRIEF
RECAP
March 2:
March 12:
March 18:
March 20:
Little media attention
Major story in Austin,
treated as hate crime
New method, question
of new motive
National and inter-
national news story
9. WARNING SIGNS
OF A CRISIS
SURPRISE
INSUFFICIENT INFO
ESCALATING EVENTS
LOSS OF CONTROL
OUTSIDE SCRUTINY
SIEGE MENTALITY
PANIC
16. C O M P E T E N C EC O N T R O LC O N C E R N
Does he come across as
concerned & caring?
1 53
Does he look like he knows
what he’s doing?
Does he control the situation
and the environment?
17. C O M P E T E N C EC O N T R O LC O N C E R N
Does he come across as
concerned & caring?
1 53
Does he look like he knows
what he’s doing?
Does he control the situation
and the environment?
24. APD Chief
Brian Manley
Starts off by setting expectations:
brief, little info. Media staging area
CONTROL3
CONFIDENCE4
COMPE TENCE5
CLARIT Y2
Repeats key info; “right now”;
identifies “important message”
CONCERN1
Safety is primary concern
25. APD Chief
Brian Manley
Starts off by setting expectations:
brief, little info. Media staging area
CONTROL3
CONFIDENCE4
COMPE TENCE5
Eye-contact; comfortable saying
“we don’t know”
CLARIT Y2
Repeats key info; “right now”;
identifies “important message”
CONCERN1
Safety is primary concern
26. APD Chief
Brian Manley
Starts off by setting expectations:
brief, little info. Media staging area
CONTROL3
CONFIDENCE4
COMPE TENCE5
Eye-contact; comfortable saying
“we don’t know”
Explains what they are doing and
will do (next press briefing)
CLARIT Y2
Repeats key info; “right now”;
identifies “important message”
CONCERN1
Safety is primary concern
27. Risk comm. studies how people
behave during high-stress situations.
Modeled on the concept that
perception is reality.
WHY ALL THAT
REPETITION?
28. Risk comm. studies how people
behave during high-stress situations.
Modeled on the concept that
perception is reality.
WHY ALL THAT
REPETITION?
29. Risk comm. studies how people
behave during high-stress situations.
Modeled on the concept that
perception is reality.
WHY ALL THAT
REPETITION?
In times of high stress, people can
miss up to 80% of message content.
Of the 20% they do receive, most
is negative.
33. CONTROL OF
THE ENVIRONMENT
What does this image convey?
How would you feel if you were him?
CONTROL
REQUIRES PLANNING
Communicating at every stage:
APD en route, staging area info, update,
ready for briefing
58. KEY STAKEHOLDERS
AND THEIR NEEDS
Austin Community1
Safety, reassurance, info
Media2
Consumers4
Investors5
Government3
59. KEY STAKEHOLDERS
AND THEIR NEEDS
Austin Community1
Safety, reassurance, info
Media2
Information
Consumers4
Investors5
Government3
60. KEY STAKEHOLDERS
AND THEIR NEEDS
Austin Community1
Safety, reassurance, info
Media2
Information
Consumers4
Investors5
Government3
Local, State, Federal Response
61. KEY STAKEHOLDERS
AND THEIR NEEDS
Austin Community1
Safety, reassurance, info
Media2
Information
Consumers4
Tourists, people relocating
Investors5
Government3
Local, State, Federal Response
62. KEY STAKEHOLDERS
AND THEIR NEEDS
Austin Community1
Safety, reassurance, info
Media2
Information
Consumers4
Tourists, people relocating
Investors5
Austin economy: SXSW, etc.
Government3
Local, State, Federal Response
69. Use of ‘we’1
You’re not alone. Shared concern.
Use of ‘small army’2
We take this seriously. We’re doing
everything we can.
70. Use of ‘we’1
You’re not alone. Shared concern.
Use of ‘small army’2
We take this seriously. We’re doing
everything we can.
Positive visualization3
71. Use of ‘we’1
You’re not alone. Shared concern.
Use of ‘small army’2
We take this seriously. We’re doing
everything we can.
Positive visualization3
Looking to a brighter future.
72. Use of ‘we’1
You’re not alone. Shared concern.
Use of ‘small army’2
We take this seriously. We’re doing
everything we can.
Positive visualization3
Looking to a brighter future.
Call for action4
73. Use of ‘we’1
You’re not alone. Shared concern.
Use of ‘small army’2
We take this seriously. We’re doing
everything we can.
Positive visualization3
Looking to a brighter future.
Call for action4
There’s something you can do.
74. Use of ‘we’1
You’re not alone. Shared concern.
Use of ‘small army’2
We take this seriously. We’re doing
everything we can.
Positive visualization3
Looking to a brighter future.
Call for action4
There’s something you can do.
Pinned Tweet5
75. Use of ‘we’1
You’re not alone. Shared concern.
Use of ‘small army’2
We take this seriously. We’re doing
everything we can.
Positive visualization3
Looking to a brighter future.
Call for action4
There’s something you can do.
Pinned Tweet5
Constant reminder. 1st thing you see.
79. ENGAGING
THE MEDIA
Set up media headquarters.
Establish media rules.
Speak first and often.
Establish yourself as the most
authoritative source.
Don’t speculate.
Stay with the facts.
Be open; not defensive.
Make your point; repeat it.
Don’t wage war with media.
Be calm, truthful & cooperative.
Never lie.
81. NEEDS OF THE MEDIA:
Inform public, don’t compromise investigation
82. Interpret management to the public
Management Public
and the public to management
PR
Professionals
83. Interpret management to the public
Management Public
and the public to management
PR
Professionals
84. Interpret management to the public
Management Public
and the public to management
PR
Professionals
Needs of
Media
85. Interpret management to the public
Management Public
and the public to management
PR
Professionals
Needs of
Public
Needs of
Media
86. Interpret management to the public
Management Public
and the public to management
PR
Professionals
Needs of
Public
Needs of
Media
Needs of
Law enforcement
87. A S S O C I A T E P R O F E S S O R
O F C O M M U N I C A T I O N
St. Edward’s University
CORINNE WEISGERBER, PHD
@ C O R I N N E W