Chapter 12: Crisis Communication

Crises Can Bring Opportunity

"Windows of opportunity" opens during the warning and point-of-no return stages of crises. Key stakeholders tend to sit back and withhold their judgement while placing the org in crisis under closer scrutiny.

Gerald C. Meyers says: 7 potential benefits can be reaped from a crises:

1). Heroes are born. 2). Change is accelerated. 3). Latent problems are faced "if it ain't broke, don't fix it" 4). People can be changed. 5). New strategies evolve. 6). Early warning systems develop. 7). New competitive edges appear.

CRIS COMMUNICATIONS PLANNING

1). Risk assessment 2). Developing the Plan 3). Response 4). Recovery

Stages of a Crisis

1). WARNING STAGE: most crises don't "just happen." Usually, there are advance signs of trouble. It may still be possible to avoid trouble, but the clock is ticking. Can be proactive and control events BEFORE they happen. ***A One of greatest challenges is to recognize the potential for danger and then to act accordingly*** 2). POINT OF NO RETURN: The crisis i s unavoidable at this moment, and we are forced to be reactive. Some damage will be done. How much remains to be seen depends on a large degree, on the org's response. Most stakeholder's critical to the success of the org first become aware of the crisis. From this point on, they are watching very closely. 3). CLEANUP PHASE: An opportunity to minimize the damage remains, even after the point of no return. How long this period will last depends on how prepared the org is to deal with the crisis. Is also a period of recovery and investigation, both internal and external. 4). THINGS RETURN TO NORMAL: "returning to the way things were before the crisis," however, it will never be normal again. Possible new management; in addition, the org learned valuable lessons. Elevation of the org's performance in dealing with the crisis can result in plans for coping with---or avoiding---the next crisis. (pg. 371 for examples of each).

Credentialing

A procedure for verifying the identity of working reporters; should be established immediately. MIC should include a lectern or table capable of handling many pics, adequate lighting and background for photography, tables and chairs for writing, access to telecommunications, an a place for distributing and posting news releases. MIC should also be staffed at all times with a media center coordinator who can assist reporters in getting their questions answered.

Steven Fink, a noted crisis consultant

Characterized crises as being prodromal situations (situations often marked by forewarning) that run the risk of: 1). escalating in intensity 2). falling under close media or gov't scrutiny 3). interfering w/ the normal operations of business 4). jeopardizing the positive public image enjoyed by a company and its officers. 5). Damaging a company's "bottom line"

Crisis Dynamics

Crises come in many shapes and sizes. They can also influence public perceptions of orgs in vastly diff ways. Some crises cast orgs in the role of VICTIM. In other crises, orgs may be seen as the VILLAIN. And in a few cases, well-prepared orgs have emerged from crises in the role of the HERO. At the same time, many people operate under the false assumption that crises and their consequences are unavoidable. However, PR practitioners can do much to influence events before they happen and, in some instances, to AVERT crises altogether.

Step 2). Developing the Plan

Crisis communication planning means developing communications strategies for identified risks---making as many decision and taking as many steps as you possibly can BEFORE a crisis occurs.

Employee Training

Crisis communications training should occur as a normal part of employee orientation. Periodic reminders of each person's responsibilities also are in order, even if those responsibilities consist of nothing more than referring a matter to someone else. Higher level managers should have more rigorous training, including table-top exercises and role-playing.

Laurence Barton

Describes a crisis as a major event that "has potentially negative results' The event and its aftermath may significantly damage an org and its employees, products, services, financial condition, and reputation.

Is Crisis communications planning ethical imperative?

In the minds of researches, the answer is a resounding yes. Although they have a certain degree of "empathy" for those caught in the vortex of a crisis, they also express "moral outrage" when crises and their subsequent fallouts are preventable. SUMMARY: Crisis don't just happen. Usually, warning signs indicate that trouble is on the way. Too often, however, people fail to recognize the signs. When this failure occurs, a considerable amount of an org's time and resources must be spent dealing with a crisis. --Crises develop in four stages: warning point of no return, cleanup, and a return to normalcy. --Crises don't have to have exclusively negative outcomes. --Crisis communications planning is one of the most proactive things a PR practitioner can do. However, it is not something he or she does alone. --Good crisis communications planning begins with an honest assessment of the potential risks an org may face. It follows with plan that identifies the members of the crisis management team, key stakeholders, and the logistics necessary for a swift and appropriate response. The training of all employees is the key to a good response. Although the org should be guided by its crisis communications plan, its response should not be dictated by it.

The Role of the Internet

Orgs in crisis are increasingly turning to the Internet as a means of outreach. A website can serve several audiences, including news media, employees, and others affected by the crisis.

Step 3). Response

Response is the execution of crisis communications strategies. if all the necessary steps have been taken, this is where the org is rewarded for its hard work. Critical decision on whom to call and how to respond have already been made. In some cases, actions may have already been taken to avert or minimize the crisis. At the risk of being repetitive, the response phase is when employee training provides its greatest dividends. Employees who have been trained in how to respond---even if the preferred response phase is to defer someone else--are less likely to make critical errors that compound a crisis. This is why it is important for every employee to know what he or she should do.

Emergency Operations Center (EOC)

The CMT meets in what is called the Emergency Operations Center (EOC). The EOC is the command post for the organization's crisis response; therefore, it should be in a secure location. CMT members should be free to do their work without interruption and with the peering eyes of reporters, curious employees, and other rubberneckers.

What is a Crisis?

The difference between a problem and a crisis is a matter of scope. Problems: Commonplace occurrences and fairly predictable. Can be addressed in a limited time frame, often without arousing public attention or without draining an org's resources. Crisis: tend to be less predictable. They require a considerable investment of time and resources to resolve, and often bring undated public attention.

Where reporters can go to get information?

The place set aside for meeting with reporters covering your crisis is the MEDIA INFORMATION Center (MIC). The most important goal in its operation is to make the MIC the only place journalists can go for info during a crisis. When it comes to interagency and multi organizational communication with the media, this is the place where all responding orgs ensure they are "singing off the same sheet of music."

Step 4). Recovery

When the immediate threat of a crisis ends, the natural instinct is to relax and return to a normal routine. However, it is important to resist that temptation. There is an important final step: recovery, in which the org should evaluate the quality of its response and take appropriate actions on the basis of lessons learned. The questions asked at the end of one crisis can make the difference in averting or minimizing the next crisis. Some questions that need to be asked are: 1). Were our actions during and after the crisis consistent w/ our orgs values? 2). What aspects of the crisis did our plan anticipate? How can we build on these successes? 3). What aspects of the crisis did our plan fail to anticipate? What changes do we need to make? 4). How well did our employees perform? Were they adequately trained? 5). What are the lingering effects of the crisis? Are there follow-up actions we should take? 6). How have our stakeholder's views of the org changes since the onset of the crisis? 7). What actions can either take advantage of new opportunities created by the crisis or repair damage created by it?

Crisis planning team (CPT)

is a logical step. The makeup of these teams varies. It is not enough for the management to dictate a crisis response to the rank and file. The plan will be more successful if employees have some ownership of it. All employees should take part in the risk assessment process. This brings different and valuable perspectives to the process.

Crisis Management Team (CMT)

should be assigned to the responsibility for monitoring and responding to any crisis. These people should be identified by their job titles, mot by name---who knows whether Frank Jones will be working here two years from now? Backup persons should also be identified. Ideally, this team should consists of the following: 1). The CEO or a designated crisis manager 2). Legal Counsel 3). PR Council 4). Financial Council 5). Appropriate technical experts 7). Support personnel

Step 1). Risk Assessment

the identification of the various threats under which an org operates. some potential crises are common to most orgs. These include problems created by bad weather, fires, financial difficulties, and on-the-job accidents. Other crises are more closely related to the specific nature of the product or service a given org provides (these can include dangers inherent in the product/service itself). THE GOAL: not just the identification of potential hazards, but steps should be taken to eliminate or lessen it after it has been identified.