LSPR CC01 s75 PDF

Course : Crisis Communication (1510CC01)
elearning.lspr.edu
Master of Arts in Communication : Corporate Communication Studies
LSPR eLearning Program
Session Topic : Crisis Communication

Course: Crisis Communication
By Syafiq B. Assegaff, MA, MD, CBM, IAPR
Content
Part 1
Overview
Part 2
Real Source of Crisis
Part 3
The Differences
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Lecturer Profile
Syafiq Basri Assegaff, MA, MD, CBM, IAPR

Senior Lecturer, Postgraduate Program
London School of Public Relations
Education :
1988
Univ. Padjadjaran
MD, Medical Doctor
Prasetiya Mulya
CBM, Marketing Management
Univ. of Technology Sydney MA, Master of Arts in Journalisme
1993
2001
Career :
2004
- Present
2013
2005
- 2007
2002 - 2004
Lecturer at: London School of Public Relations, Jakarta

C4D Consultant, UNICEF
Program Communication Officer, UNICEF
Australia AID, Australian Embassy, Jakarta
Contact:
E-mail:
syafiqba15@gmail.com
Part1: Overview
Crisis: New Challenges
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Crisis: Why ?
Why Need to Study Crisis ?

1. Reasons why we need to study Crisis.
2. The different between crisis & crises.
3. Crisis
Management or,
Communications ?
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Crisis: Definition
Q: What is Crisis ?
A: Crisis = Opportunity ?
Wei Chi
Crisis = Danger + Opportunity
Critical event or point of decision which,
if not handled in an appropriate & timely manner (or if not
handled at all),
may turn into a disaster or catastrophe.
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Crisis Management: Definition
Crisis Management
Defn:
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 ?
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Crisis: Impact
Impact
a. Crisis Management,
crosses all organizational boundaries to have an impact
on every stakeholder, either as
1) Direct result of the problem, or
2) A potential supporter of the solution.
b. Think:
Strikes or plant closings
investor, local car dealers.
Product defect
stock price, brand equity.
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Crises: Examples
Examples of Crises
In Indonesia:
a. Ariel & Luna Maya case (2010)
b. Air Asia disaster (2014)
c. Ajinomoto (2001)
Immoral Cases
QZ8501- Flight Surabaya
Singapore case
Sinful product
International:
1. Should Intel have suspected that its chips had a flaw (an error) ?
2. How did Levis survived from its Crisis ?
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Crises: Examples (Cont.)
3. Famous cases: Exxon Valdez (1989), BP.

4. Should NASA have been prepared for a failure in one of its
missions The Challenger ?
5. Dominos Pizza case in Youtube Social Media.
6. Rumors: Pepsi & syringes
7. Product tampering: external agent causes damage to the
organization.
Tylenol (1982).
8. Accident crises: low crisis responsibility.
Eg: Air Asia.
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Crisis Management: Trends
Trends that Impact Crisis

Management
1. Changes in corporate & community
climates:
a. Many corporations now emphasize
the importance of
quality, ethics & respect for
employees.
b. Communities look beyond
economics at the environment,
crime, & child care.
2. Evolution of the approach to
handling a crisis:
Decades ago (1960s) the
approach merely towards legal
formal,
3.
4.
5.
these days companies see crisis

as potential marketing issue,
with long impacts, & not just a
separated issue.
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).
Sue the media:
The alleged one will sue back.
Social media:
Enhanced the crisis process.
Q: What does a crisis look like to

your organization ?
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Crisis: Strains
Strains During A Crisis

a. In crisis,
much fewer vital resources
(reputation, leadership, integrity
as well as customer & employee
loyalty)
than previously believed.
b. During a crisis, all of these factors
are put under enormous strain.
c. Thus the survival of an
organizations reputation during
a crisis depends on:
1. Its internal culture,
2. Strength of its communications &
3. Integrity of its leadership.
d. In human, changes of
epinephrine, nor-epinephrine &
other hormones in the body:
1. Heart rate & blood pressure
increase
2. Veins in skin constrict
3. Blood-glucose level increases
Q: What happens to people in
crisis ?
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Crisis: Differences
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 organizations
response to an
a. issue,
b. accident or,
c. emergency
threatens the reputation
and/or future standing of
the organization.
Goal
Prevent issues, accidents &
emergencies from becoming crises.
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Crisis: Argenti
Crisis according to Argenti

A crisis is,
a major catastrophe that may
occur either naturally or as a
result of,
a. Human error,
b. Intervention or even
c. Malicious intent.
The latter outcomes,

may be the result of
managements response to,
tangible devastation or the result
of human error.
Paul A. Argenti
Prof. of Corporate
Communication
Tuck School of
Business, Dartmouth
It can include:
tangible devastation (such as the
destruction of lives or assets),
or intangible devastation (such as
the loss of an organizations
credibility) or
other reputational damage.
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Part2: Crisis Characteristics
Crisis: Characteristics
Crisis Characteristics
1. Element of Surprise
Many surprises
2. Insufficient Information
Organizations dont have all the facts, but
suddenly have to explain everything to media & other stakeholders.
3. The quick pace of events
Things escalates very rapidly.
4. Intense scrutiny
Executives often unprepared for the media spotlight,
which is instantaneous, as answers & results normally take time.
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Crisis: Communicating
Communicating during the Crisis

a. All the planning that an organization can gather (collect, assemble) will only
partially prepare it for an actual crisis.
b. The true measure of success is how (good) it deals with a problem when it
occurs
Common Sense: keberhasilan bisa terukur ketika organisasi dgn cara
melihat seberapa efektifnya ia menghadapi masalah saat problem itu
terjadi.
c.
If the plan is comprehensive enough,

managers (like you) will at least start from a strong position.
What follow are the most important steps to take when communicating
during a crisis.
Perhatikan video2 yg menunjukkan bagaimana CEO BP & Walikota Toronto
(Robert Ford)
berkomunikasi secara tidak efektif saat menjawab (scrutiny) wartawan.
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Crisis: Communicating (Cont.)
d. Every crisis is different,

which means that you (managers) must adapt
the following suggestions to meet their needs
(see next slides)
But crises have enough common elements for this
prescription to be a starting point for all crisis
management.
Note:
1. Apart from this communication tips by Argenti,
you can also use, separately or in combination
with, the 7 R steps.
2. To be precise, you need to read the book.
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Rob Ford
Torontos Mayor
(2010)
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8 Steps: Crisis
8 Steps
1.
2.
3.
4.
5.
6.
Get Control of the Situation

Gather as Much Information as Possible
Set Up a Centralized Crisis Management Center
Communicate Early & Often
Understand the Media
Communicate Directly with Affected Constituents
(Public)
7. Remember that Business Must Continue (as usual)
8. Make Plans to Avoid Another Crisis Immediately
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Crisis: Tactical Approach
A Tactical Approach The Crisis Plan

1.
2.
3.
4.
5.
6.
Start with an Approach.

Build a Strong Reputation.
Create a Crisis Team
who will be in it ?
Establish a Crisis Center
what needs to be inside ?
The Network Alert System.
Prepare Materials in Advance.
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Crisis: Crisis Inventory
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
& list for spokespersons.
2) Fire:
evacuation procedures, policy of
using inflammable dcor items
(window covering & table cloths,
floor plan of the structure, fire
experts for spokespersons).
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Crises: Frequent Types
Frequent Types of Crises

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.
c) Each employee has unique

perspective on things that can
go wrong.
e.g.: Janitors more aware on
heating, or possible gas leaking.
d) Crisis identification program is
crucial.
e) If not, minimum should have staff
meetings: determine possible
crises.
f) Questions must be answered:
How
likely is this crisis ?
devastating can the crisis be ?
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Crisis: Questions Must be Answered
How likely is this crisis ? rank them
How devastating can the crisis be ?
0 Impossible: no chance to happen.

1 Nearly impossible
2 Remotely possible
3 Possible
4 More than possible probable
5 Highly probable: have occurred,
evidence of warning signs
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.
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Crisis: Assess of Probability & Damages A Sample
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Crisis: Assess of Probability & Damages A Sample (Cont.)
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 ?
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Crisis: Crisis Communications Plan
Developing the Crisis

Communications Plan
1. Crisis Communications Plan (CCP)
can be either:
a. Part of larger Crisis Management
Plan (CMP)
with various instructions, big
volume.
b. Or as a stand alone as a document
to help PR:
more manageable, easier to read.
2. 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.
3.
a.
b.
c.
d.
4.
5.
6.
CCP states:
Purposes
Policies
Goals
Assign employees to various
duties.
Generally CCP makes
communication with public
faster & more effective.
Should help (to) end the crisis
more swiftly than without a plan.
Remember: CCP is not a manual
guaranteeing success;
Dont just do by the book
activities, but must be flexible.
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Crisis: CCP
The Components of CCP

1. Cover page
2. Introduction
3. Acknowledgments
4. Rehearsal dates
5. Purpose & Objectives
6. List of Key Publics
7. Notifying Publics
8. Identifying the Crisis
Communication Team
9. Crisis Directory
10. Identifying the Media
Spokesperson
11. List of Emergency
Personnel, Local Officials
12. List of Key Media
13. Crisis Control Center
14. Equipment & Supplies
15. Pre gathered Info
16. Key Messages.
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Part3: Crisis Types/Categories
Crisis: Types/Categories
Based on attributions of crisis

responsibilities
9 Basic categories
1. Natural disasters,
2. Malevolence,
3. Technical breakdowns
4. Human breakdowns,
5. Challenges,
6. Mega-damage,
7. Organizational misdeeds,
8. Workplace violence,
9. Rumors.
5 Clusters
On the basis of the organizational
responsibility
1.
2.
3.
4.
5.
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Rumors
Natural disasters
Malevolence
Accidents
Misdeeds
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Crisis: Situational Theory
Situational Crisis Communication Theory

Taxonomies in relations to the response
13 Types
3 clusters with similar level of responsibility.
1. The victim cluster (4):
The organization is a victim; minimal responsibility.
a. Natural disaster,
b. Rumor,
c. Workplace violence,
d. Product tampering
2. The accidental cluster (3):
Unintentional (not intend to create crises); moderate responsibility.
a. Challenges,
Technical-error
b. accident,
c. product harm.
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Crisis: Situational Theory (Cont.)
3. The preventable cluster (6):

1) Purposefully placing stakeholders at risk,
Or knowingly taking inappropriate actions,
2) Or human error that could have been avoided.
3) Produce strong attributions of crisis responsibility
Severe reputational threat to an organization.

Human-error
a. accident,
b. product harm,
c. Organizational misdeed
d. with no injuries,
e. with injuries
f.
Management misconduct,
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Crisis: Cases
Cases in PR books written in formats of PR campaign plans, such as:

RACE:
ROPE:
a. Research,
a. Research,
b. Action (or Adoption),
b. Objectives,
c. Communication,
c. Program,
d. Evaluation.
d. Evaluation.
The formulas are a process of MBO (Management By Objectives)
a system that focuses on desired results rather than performance
activities.
In a 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.
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Crisis: Media Relations
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 cant tell the media or other key publics,

We are doing our objectives now, we will call you back.
Thus, Media Relations is very crucial in Crisis.
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Crisis: Working With the Media
a.
1.
2.
3.
3 possible results of a crisis:

Organization is put out of business, ruined, sued.
Still exist, but has lost some image, respect ,or financial position.
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.
d.
Negative story is more newsworthy than a positive one.
e.
Plan in advance a system whereby you are notified of erupting crises.

Be among the first to know.
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Crisis: Principles & Why Crises Happen
Principles
1. Reputations can be gained or lost
during emergencies
2. Emergency (crisis) communications is
an extension of your normal
communications good & bad
3. If you dont fill the news hole,
someone less qualified probably
will
4. Perception is reality if you dont
like it, change it
5. Knowing what to do is only half the
battle
6. The longer you wait to act, the
higher the price
Q: Why Crises Happen ?

A:
1. Managements 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
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Crisis: News Cycle
The Crisis (News) Cycle

a.
b.
c.
d.
Initial story facts

Follow-up (new details, angles, opportunities)
Inappropriate management response (lack of trust)
Management competence becomes the story (loss of credibility
& control)
e. Regulatory, political or board level reaction (blame & house
cleaning)
f. Coverage of investigation(s) & recovery
g. Next time, anniversary coverage
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Crisis: Media
Media Friend or Foe

1.
2.
3.
4.
5.
6.
7.
Media: 24/7 coverage, evolving crises fill up time & space quickly.
In USA: 100 150 calls a day.
Not always like PR complaints: not all coverage of crises is sensationalized.
Journalists go to the scene, join other first responders police, firefighters,
emergency medical teams.
The media are there to cover the story.
In the initial phase of a crisis or emergency, people want information
now.
They want timely & accurate facts about what happened, & where, & what
is being done.
Oftentimes, the media deliver those facts, whether the organization
approves or not.
Source: Veil, Shari.R (2009) Friend vs. Foe: Viewing the Media as a Partner in Crisis
Response. Web: http://www.instituteforpr.org/media-partner-crisis/
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Media: 4 Roles & News Value
4 Roles of Media in Crisis
Assessing News Value
The media is serving as:

1. An information resource,
2. Resource manager,
a.
b.
c.
d.
e.
f.
Public
3. Safety official, &
4. Advocate.
Prominence
Timeliness
Impact
Proximity
Conflict
Emotion
g.
h.
i.
j.
k.
l.
Oddity
Sex
Suspense
Progress
Trends
Visuals
Goal: Address & reduce news

value.
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Crisis: Intel & Levis Compare Them
Intel
1. Intel long denied the existence of chips flaws until
camera crews showed up on their door step.
2. The resulting coverage went on for months.
Levis
1. In the case of Levis first-ever layoffs,
the company took a novel approach,
simultaneously announcing grants to all the
communities affected by the layoffs.
2. As a result,
their coverage spiked the first week, &
steadily decreased after that.
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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
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Crisis: Nature of Crises
Communication between
organization & public during:
Crisis Management
includes
Crisis
Communication
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.
Negative Occurrence
Positive Results
Process of Strategic Planning for

a crisis or negative turning point
Source: Fearn-Banks (1996)

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Pre Crisis
On Crisis
Post Crisis
The communications are
designed to minimize
damage to
the image of the
organization.
Nature of Crises
1. Interrupts normal business
transactions.
2. Sometimes threatens the
existence of the
organization.
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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 it
c. Neutral
d. Disinterested silent majority (most people).
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Part4: Essential Role
Crisis: Essential Role of Crisis Communication
1.
2.
To affect the public opinion process,

To prove that The Prevailing Truth is:
Not factual, or
Not wholly factual
Use News
Media
Not factual
Not wholly factual
But dont depend on

news release only
Needs Writing Skill,

& other skills.
Also need:
a. Community relations
b. Consumer relations
c. Employee relations
Source: Fearn-Banks (1996).

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Crisis Communication Theory: One of the Theories
Press
Agentry
2 Public
Information
Model
3
2-Way
Asymmetric
4 2-Way
Symmetric
Publicity
Model. All are permissible, falsehood, incomplete
facts.
All publicity is good publicity. Dangerous.
With
little or no research is
required.
Truth is essential.
Usually some companies,

combine these 4 models
of Grunig & Grunig.
Scientific
Persuasive Model.
There are feedback, but organization doesnt 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).
The
best ideal model.

Dialogue, not monologue. see next slide.
Source: Fearn-Banks (1996).

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Crisis Communication: 2-Way Symmetric
2-Way Symmetric Grunig & Grunig

1. 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.
a.
b.
c.
d.
e.
Negotiate
Compromise
Bargain
Listen
Engage
In
Dialogue
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.
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Crisis: Terms
Terms You Need to Understand

1. Strategy. Defn:
An approach, how to handle a problem.
2. Stakeholders. Defn:
People who are linked to an organization or,
who have an interest in an organization & are affected by
the decision made by that organization.
Can you give examples ?
3. Strategic publics. Defn:
Stakeholders who are crucial (very important) to an organization.
The organization can not function without them.
Who they are ? BOD, investors, workers union.
4. Strategically managed public relations. Defn:
Communication programs,
designed to build relationship with strategic publics,
the crucial stakeholders of an organization.
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Crisis: Terms (Cont.)
5. Segmentation. Defn:
the division of a market, or a large public into
groups whose members are bound by mutual interests, concerns, &
characteristics.
6. Risk communications. Defn:
On going program of informing & educating various publics (usually external)
about issues that,
can affect (negatively or positively) towards organizations success.
It build solid relationship b/w organization & its publics
must be established prior to a crisis.
7. Organizational ideology. Defn:
Its working climate, corporate culture.
8. Communication ideology. Defn:
The organizations philosophy & attitudes of behavior in communicating with
publics.
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Crisis Communication: Ideology
Organizational & Communications

Ideology
1. Organization Ideology
Its working climate, corporate culture.
2. Communication Ideology
The organizations philosophy &
attitudes of
behavior in communicating with
publics.
a. What are their elements ?
b. How theyve been applied in,
Johnson & Johnsons Tylenol case
(1984), &
Exxon-Valdez (1989) ?
Source: Wikipedia
(1982)
Source: Wikipedia
(1989)
See Fearn-Banks (1996) chapters 5 & 6.

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Crisis: Social Media & 2-Way Symmetrical
1. New (social) media networks brings the possibilities

of 2-way symmetrical practice.
2. Organizations can:
a. Listen to its publics & make changes in its programs
on the basis of those communications.
b. Use them to explain its policies to these publics.
3. Social media represent a central challenge &
opportunity for public relations practitioners.
4. Case: video posted on Youtube by employees of
Dominos Pizza:
http://www.youtube.com/watch?v=OhBmWxQpedI
It may be discredited as a hoax;
But it was seen by millions of potential Dominos
customers.
5. Respond from Dominos:
http://www.youtube.com/watch?v=7l6AJ49xNSQ
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Crisis: Initial Response
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, Timothy (2014) Crisis Management & Communications. Web:
http://www.instituteforpr.org/crisis-management-communications/
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Crisis: Social Media
Dealing with Social Media

a. Part of your strategy, but not the driver
b.
1)
2)
3)
Valuable resources for:

Monitoring, listening
Sharing perspective
Interacting with users/customers/clients
2i
c. Can be a time/resource vampire

d. Choose those that work for your business
e. Interact with professionalism, authenticity
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Social Media: Bad News
Social Media & Bad News

1. Another sample: Train accident;
A woman was saved, & spread it via her Social Media;
People read the news before the Train Company know about it.
2. Citizen journalists: Can send news, picture & video to anyone
a. Tsunami (December, 2004) spread by people in Asian countries,
before the news media arrived.
b. Now, with smart phone, make it more frequently & easier.
c. Social media: spread information (+ or -) quickly.
d. No more middle man (gatekeeper) in the news gathering process.
3. Citizen journalists have nothing & no one preventing them from
disseminating misinformation to a global audience in seconds.
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Crisis: An Email from Obama 1
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Crisis: An Email from Obama 2
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Crisis: Challenges in Cyberspace
Challenges in
Cyberspace
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Crisis: News Media
1. News Media (such as Detik.Com) follow what have been talked & spread
by Social Media.
2. What would you do if you were working for Elites such as Setya Novanto
& Fadli Zon ?
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Part5: Social Media
Social Media: 2-Way Symmetrical
Social Media & 2-Way Symmetrical

a.
1)
2)
3)
Social media networks

Possibilities of 2-way symmetrical practice.
Listen to its public.
Make changes in its programs on the basis of those communications.
To explain its policies to these publics.
b. Please name some crisis which happened

through Social Media
E.g.
Ariel & Luna Maya case (2010: Immoral cases)
What else ?
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Social Media: Social Media (Cont.)
c. Social media & mobile technology have changed the landscape for
crisis management.
d. These changes include:

1) Heightened stakeholder expectations of 2-way communication &
transparency in a crisis;
2) Amplifying the speed at which organizations need to be prepared to
respond & communicate in a crisis;
3) Increasingly more difficult for you to get ahead of the story;
4) Position your organization as the narrative of its own crisis.
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Crises: Types
Different types of Crises

Read the book, & study the following:
a. Product Tampering Crises
b. Environmental Crises
c. Natural Disasters
d. Crises of Violence
e. Celebrities & Crises.
Remember: (Almost) all types of those Crises can spread by rumor &
accelerated by Social Media.
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Crisis: Rumors & Cybercrises
1. Technology: advance the possibilities of rumor.

2.
a.
b.
c.
The Internet is:

A great source of information & news,
Also an even greater source of misinformation & rumor.
Opinion, guesses, assumptions, rumor present tragic consequences to
people who are victimized
Because Internet users often believe everything they read is true.
d. This was not the case with print media & it is even further from the
truth on the Internet.
e. Internet data just looks like factual information.
3. Internet blogs, sites, & social media:
Provide faster, easier ways to circulate rumors
Thereby cause crises for organizations & individuals.
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Crisis: Coombs
Coombs on Social Media & Crises*)

3 Phases of Crisis Management:
1. Pre-Crisis
2. Crisis-Response
3. Post-Crisis
The term Social Media Crisis: crises that emerged in
or were amplified by social media.
Many of the Social Media Crisis were actually
Customer Service Problems
It can be called Paracrisis: the way social media is
influencing the emergence of a crisis.
Thus, SocMed has significant effect on altering the
pre-crisis phase of crisis communications.
*) Read Crisis Management & Communications,
by Timothy Coombs, updated version September
2014.
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W. Timothy Coombs
Ph.D
Professor, AdvertisingPublic Relations, Univ. of
Central Florida
S.65
Crisis: 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.
5. They can
Build trust or
Destroy trust
depending upon how they are used.
6. More than ever, rules of writing are important &
they will remain important no matter what social media are created.
7. Again: Important to study how to write message in Social Media.
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Crisis: 7 Rs
Managing Crisis Management

7 Rs
1.
2.
3.
4.
5.
6.
7.
Respond
Regret
Resolution
Restitution
Reform
Responsibility
Reputation (Brand) Rebuilding.
Read
again at home.
Clarke L. Caywood & Hud
Englehart
Clarke L. Caywood,
Ph.D
Prof. Integrated
Marketing
Communications & Public
Relations, Northwestern
Univ. (June 1989
Present)
Hud Englehart
Adjunct Prof.,
Northwestern Univ.
Managing Partner,
Beacon Advisors, Inc.
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Crisis: 7 Rs (Cont.)
No.
1
Communication Message
Behavior / Action
Respond
Some communication is necessary:

Most responses to most types of crisis
can be anticipated.
Not responding is a response that

communicates as a failure to act.
No no comment.
Regret
Show concern; with or without accepting

responsibility.
We regret the harm caused to our
customers & their families by our
product
a. At a higher level of it may be

necessary to express "outrage" as a
stronger act.
b. "If the facts are as they seem,
we will not tolerate any error that
could cause injury to
Resolution
a. State promise to insure that you are

investigating the event, &
taking some action.
"We are shutting down the plant"
a. Identify inside & outside experts to

cooperate on resolving the problem.
b. Announce when more detailed
information might be known.
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No.
Restitution
Reform
Behavior / Action
As the crisis unfolds &facts are known;

the message must be conveyed that the
organization is able &
willing to "make good" to those
harmed
even if the promise is simply one that
meets the normal warrantee &
guarantees of the products or services.
a. Any early & rapid support for victims

(flying of family members to an
airline crash site)
must be planned & initiated.
b. It may not necessary commit the
company,
but speak with actions the best
behavior possible.
After facts are gathered & known,

state honest promise of action that
will prevent any reoccurrence.
a. Take actions that,

demonstrate commitment to
the long-term relationships you
wish with stakeholders.
b. Meet & exceed expectations by,
creating for the firm standards not
yet required by law.
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No.
Behavior / Action
Responsibility
a. At sometime in the midst or after a crisis

someone &
the company must accept responsibility
for either the specific event or
for a management process that
failed to prevent the crisis.
b. "As CEO of this firm I accept that,
it was my responsibility to ensure that
the investors of this company were
protected"
a. Beyond reform & restitution,

the organization must establish &
follow the highest standards of
transparency.
b. Show accountability &
responsibility as the daily actions
of the organization.
Rebuilding
Reputation/
Brand
a. To reestablish the reputation of the

organization & its employee;
The management must reaffirm its
intention to be considered a premier
company among leaders in the industry.
b. "Our reputation, will depend on our
ability to promise & deliver the safest"
A thorough audit of the activities of all

stakeholders,
relevant to the strengthening of the
reputation &
corporate brand must be
undertaken to
identify other weaknesses or
stress points in the organization.
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Crisis: Case Study
Case Study Individual
Remember
1. Prepare a Case Study: chose

one.
2. Use sources such as:
a. Kathleen Fearn-Banks book.
b. Timothy Coombs Crisis
Management & Communication;
c. Look for article which related to:
Truth & Transparency &
their roles in Crises.
1. Slides would not sufficient to

explain everything we need to
study.
2. It helps you only,
to understand several concepts,
study the cases, strategies &
tactics.
3. You must, once again,
you must read (study)
the books, journals, & other
sources.
Syafiq Assegaff, September 2015
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Crisis: Marks & Assignments
Marks & Assignments
1.
2.
Group Assignment Cases

Individual Assignment & discussion,
in the Class or
via Chatting.
3. Quiz
4. Mid Exam
5. Final Exam
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References
1.
2.
3.
4.
5.
6.
7.
8.
Bland, Michael; Theaker, Alison & Wragg, David (2002 > 2005 ?). Effective Media
Relations: how to get results. PR in Practice. London: Kogan Page Cutlip.
Caywood, Clarke L. & Englehart, Hud (2002-2003) Crisis Management: The Model
Unchanged but The Costs Are Skyrocketing; Journal of Integrated Communications
Coombs, W. Timothy & Holladay, Sherry J. (2010) The Handbook of Crisis
Communications, Blackwell Publishing Ltd; [read Part III (The Practice), pp. 273
311].
Coombs, W. Timothy (2008) Crisis Communication & Social Media. Web article,
posted 2nd April 2008. Web: www.instituteforpr.org/crisis-communication-and-socialmedia/
Coombs, W. Timothy (2014) Crisis Management & Communications, Sept 2014 (or
latest version).
Fearn-Banks, Kathleen (1996 & 2011) Crisis Communications A Casebook Approach,
Lawrence Erlbaum & 4th Edition - E-book.
HBS (2004) Crisis Management: Master the Skills to Prevent Disasters. Harvard
Business Essentials. Harvard Business School Press
Melissa Agnes in The Secret to Successful Crisis Management in the 21st Century (18
minutes): https://www.youtube.com/watch?v=VQGEPEaEWtg
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References (cont.)
9.
10.
11.
12.
13.
14.
Paine, Kathie Delahaye (2002) How to measure your result in crisis. IPR Whitepaper.
Web: www.instituteforpr.org/wp-content/uploads/Crisis_2002.pdf
Regester, Michael & Larkin, Judy (2008) Risk Issues & Crisis Management in Public
Relations: A Casebook of Best Practice. PR In Practice. Kogan Page.
Ulmer, Robert R.; Sellnow, Timothy L.; & Seeger, Matthew W. (2007) Effective Crisis
Communication: Moving From Crisis to Opportunity. Thousand Oaks, CA: Sage.
Veil, Shari.R (2009) Friend vs. Foe: Viewing the Media as a Partner in Crisis Response.
Wilson, Beth (2013) Crisis Communication Plan. Web:
http://www.slideshare.net/bethbwilson/crisis-communication-plan15937744?related=1
Other Sources & Videos: look them up yourselves. See separate paper on
references.
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Course : Crisis Communication (1510CC01)
elearning.lspr.edu
Associate Partners :
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Course : Crisis Communication (1510CC01)

LSPR eLearning Program

Session Topic : Crisis Communication

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

Real Source of Crisis

Syafiq Basri Assegaff, MA, MD, CBM, IAPR

Lecturer at: London School of Public Relations, Jakarta

Crisis: New Challenges

Why Need to Study Crisis ?

Crisis Management: Definition

Crises: Examples (Cont.)

3. Famous cases: Exxon Valdez (1989), BP.

Crisis Management: Trends

Trends that Impact Crisis

these days companies see crisis

Q: What does a crisis look like to

Strains During A Crisis

Crisis according to Argenti

The latter outcomes,

Part2: Crisis Characteristics

Communicating during the Crisis

If the plan is comprehensive enough,

Crisis: Communicating (Cont.)

d. Every crisis is different,

Get Control of the Situation

Crisis: Tactical Approach

A Tactical Approach The Crisis Plan

Start with an Approach.

Crisis: Crisis Inventory

Crisis Communications Plan

For maximum effectiveness of CMP

Crises: Frequent Types

Frequent Types of Crises

c) Each employee has unique

Crisis: Questions Must be Answered

How likely is this crisis ? rank them

How devastating can the crisis be ?

0 Impossible: no chance to happen.

0 No damage: not a serious

Crisis: Assess of Probability & Damages A Sample

Crisis: Assess of Probability & Damages A Sample (Cont.)

Reading the graph:

Crisis: Crisis Communications Plan

Developing the Crisis

The Components of CCP

Part3: Crisis Types/Categories

Based on attributions of crisis

Crisis: Situational Theory

Situational Crisis Communication Theory

Crisis: Situational Theory (Cont.)

3. The preventable cluster (6):

Severe reputational threat to an organization.

Cases in PR books written in formats of PR campaign plans, such as:

Crisis: Media Relations

1. Crisis by definition presents a great deal of uncertainty &

3. You cant tell the media or other key publics,

Crisis: Working With the Media

3 possible results of a crisis:

Bad news sell unfortunately.

Negative story is more newsworthy than a positive one.

Plan in advance a system whereby you are notified of erupting crises.

Crisis: Principles & Why Crises Happen

Q: Why Crises Happen ?