Crisis

The Nature of Crises

A Crisis:


During a Crisis:
 

A major occurrence with a potentially negative outcome affecting the organization, company, or industry, as well as its publics, products, services, or good name.

emotions are on edge brains are not fully functioning events occur too rapidly to draft a plan - simply following one is difficult.

The Nature of Crises

Crisis Management:


Crisis Communications:


A process of strategic planning for a crisis Planning removes some of the risk & uncertainty & allows an organization greater control.

Dialog between the organization & its publics prior to, during, & after event. Effective crisis communications can not only minimize or eliminate the crisis, but can sometimes bring the organization a more positive reputation than before the crisis.

The Nature of Crises

The Role of Crisis & Emergency Risk Communication:


 

Communication during a crisis cannot be managed just by mobilizing more people & material - the communication itself must change. In a crisis, established frames of reference and ways of understanding may breakdown. Add bad communication practices to a crisis situation & the odds of a negative public response increase.

The Nature of Crises

Poor Communication Practices =s Poor Public Response:
      

Mixed messages from multiple experts Information released too late Messages that are over-reassuring Recommendations to the public without a reality check Leaving myths, rumors, & doomsayers unchallenged Poorly prepared spokespersons Public power struggles & confusion

The Nature of Crises

Crisis & Emergency Risk Communication The Basics:
     

Dont over-reassure: Dont placate; display calm concern. Acknowledge uncertainty: Offer only what you know & acknowledge audiences distress. Emphasize that a process is in place: Describe the process in simple terms. Give anticipatory guidance: Let people know what to expect. Be regretful, not defensive: Say, We are sorry. or We feel terrible when acknowledging misdeeds or failures. Express wishes: Say, I wish we knew more,

The Nature of Crises

In A Public Crisis:
    

Panic is less common than imagined. Panic comes from mixed messages. Acknowledge peoples fears. Dont tell people they shouldnt be afraid. They are afraid & they have a right to their fears. Be willing to address the what if questions. If you dont, someone else will. Give people things to do. Simple actions give people a sense of control & motivate them to take action when directed. Ask more of people. Ask people to bear the risk & work toward solutions with you.

The Nature of Crises

Research shows:


Companies with ongoing two-way communications often avoid crises or have crises of shorter duration or lesser magnitude. Companies with a crisis management plan come out of a crisis with a more positive image than companies without one.

The Nature of Crises

In a crisis, when everyone else is losing it, YOU must be the calm center (yes, YOU!)
  

"This is not as bad as it seems "This could be worse. We cant turn a crises into a catastrophe "This is what we can do..."

The Nature of Crises

The Five Stages of a Crisis:
1. Detection 2. Prevention/Preparation 3. Containment 4. Recovery 5. Learning

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The Nature of Crises

Detection:


Constantly scan horizon for warning signs (prodromes).

Prevention:
  

Ongoing public relations programs with key publics & prevent crises. A company must not only do what is right; it also must tell its publics that it is doing so. Crisis prevention tactics see P.10
,

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The Nature of Crises

Preparation:


The CCP is the primary tool of preparedness acts as a collective brain

Containment:


Limiting the duration of the crisis or to keep it from spreading.

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The Nature of Crises

Recovery:


Returning the company to business as usual.

Learning:
 

Examining the crisis & determining what was lost or gained, & how the organization performed. Make the crisis a prodrome that helps prevent future crises.

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The Nature of Crises

Public Opinion:
 

In a U.S. court of law a person is innocent until proven guilty. In the U.S. court of public opinion you are guilty until proven innocent. Your job - influence public opinion by establishing & communicating proof that the prevailing "truth" is no the whole truth.

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The Nature of Crises

Crisis Communication: Theories, Terms & Definitions:
 

Strategy - How one handles a problem. Stakeholders - People linked to an organization & affected by its decisions (employees, stockholders, communities, & government officials). Strategic publics - Stakeholders crucial to an organization (boards of directors, investors, & unions). Strategically managed public relations - Communications programs designed to build relationships with strategic publics.

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The Nature of Crises

Crisis Communication: Terms & Definitions:


Segmentation - The division of groups by mutual interests, concerns, & characteristics. Risk communications - An ongoing program of informing & educating various publics. Organizational ideology - An organization's philosophy, working climate, corporate culture. Communications ideology - The organization's philosophy & attitudes of behavior in communicating with publics.

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Crisis Makers
The Nature of Rumor:
 

Rumors can cause long & damaging crises. Def: Information usually passed byword of mouth with no verification of fact & no credible source. They can be positive or negative and absolutely false or partly false.

How Rumors Start:



Research indicates that those who most believed the rumor are more likely to pass it on. Those who did not believe the rumor did not pass it on (Coleman, 1991).

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Crisis Makers
How Rumors Spread:


People believe it is news & because the "news" has some emotional relationship to their lives, the rumor seems plausible. The more frightened people were by a rumor, the more likely they were to repeat it. (Kimmel) In repeating something that makes you nervous, you may learn some contrary fact that will calm you. Or, it can escalate your fears if the person you tell believes it. (Coleman) Telling rumors give people who feel powerless a sense of being powerful.

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Crisis Makers
Types of Rumor - (p. 44-45)
intentional rumor malicious rumor nearly true rumor premature-fact rumor outrageous rumor birthday rumor

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Crisis Makers
Minimize A Rumor Crisis:
1. Establish a rumor center. 2. Conduct rumor workshops. 3. Make sure your company has such strong positive relationships with key publics. 4. Keep employees informed.

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Crisis Makers
Fight A Negative Rumor:
     

Disseminate complete, accurate contradictory information Do not mention the rumor itself. Analyze the rumor. Do nothing - Denial may draw more attention than silence. Deny the rumor publicly & vehemently. Get an outside expert on the subject to discredit the rumor. Place ads in high-circulation publications.

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Managing a Crisis
Communicating With the News Media
Three possible results of a crisis:  The organization is put out of business, ruined, & key executives possibly charged with crimes.  The organization continues to exist, but has lost image, respect, & perhaps financial position.  The organization wins a war of public opinion & is seen as favorably as before, or perhaps more.

During times of crisis, the media will find you. A negative story is more newsworthy than a positive one

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Managing a Crisis
Take the Pledge: Never say, "No comment!
    

Respond to journalists in a fact-based way. When you say "no comment", you are letting the journalist speak for your company. To the public, refusing to comment looks like guilt. Do not assume that the crisis story will go away. The media can do their stories without you. Do not wage a war with an enemy who buys ink by the barrel, pager by the ton, & controls the airwaves.

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Managing a Crisis
         

What will the media want to know in a crisis?

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What happened? Were there any deaths or injuries? What is the extent of the damage? Is there a danger of future injuries or damage? Why did it happen? Who or what is responsible? What is being done about it? When will it be over? Has it happened before? Were there any warning signs of the problem?

Managing a Crisis
If your organization has erred, it is usually best to reveal the mistake at once, apologize, & make amends. The overall goal is to keep or get the public's trust through the media. The media needs you for information for interesting stories. Your organization needs the media to communicate with your publics.

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Human Psychology During a Crisis

Negative Effects Of Traumatic Stress:


Emotional effects: Shock, terror, irritability, blame, anger, guilt, grief or sadness, emotional numbing, helplessness. Cognitive effects: Impaired concentration, impaired decisionmaking, memory impairment, disbelief, confusion. Physical effects: Fatigue, insomnia, hyper arousal. Interpersonal effects: Increased relational conflict, social withdrawal, alienation, distrust, externalization of blame.

 

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Human Psychology During a Crisis

Positive Responses Following A Disaster:
     

Resilience & coping Altruism Relief & elation at surviving the disaster Sense of excitement & greater self-worth Changes in the way the future is viewed Feelings of strength & growth from the experience

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Media Operations in a Crisis

When A Crisis Strikes, You Can Expect:
  

Diminished information verification: Tentative or incorrect information will be broadcast. Diminished adversarial role: The us vs. them feelings diminishes it doesnt last. For major crises, expect the national media to dominate: Most people will be getting their news from the national media. Local media will be feeding them information. Respect local media deadlines & keep the information flowing. Media will expect an EOC where they can consolidate information to deliver to their viewers & listeners.
Reynolds, B., Crisis & Emergency Risk Communication, p. 133-134

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