**Crisis CommunicationA crisis is unpredictable but not unexpected - Timothy Combs

**1. IntroductionMTV, Protests over Beavis & Butthead, 1994Dayton Hudson, Protests over Planned Parenthood grant, 1990Gerber, Reports of glass in baby food, 1986Nike, Mistreatment of Asian workers, 1997Jack-in-the-Box, E. coli, 1993General Dynamics, Contract fraud, 1985Perrier, Benzene in its water, 1990Snapple, Racism rumors, 1993Heineken, Glass in beer, 1993Sizzler, E. coli poisoning, 1993

**2. OverviewPrecrisisScanningAssessing situationDesigning Tools & SystemsMonitoring

**3. Pre-crisis PlanningObjective - prevent or lessen the negative outcomes of a crisis and thereby protect the organization, stakeholders, and/or industry from damage$ lossreputation lossidentity altered

**3a. ScanningDefinition - Looking out for potential sources of crisesIndustry-wide issue analysisOrganization specific issue analysisRisk assessment (implicit issuesStakeholder relationships

**Scanning cont.Issue SourcesNewspapersBusiness MagazinesTV NewsTrade JournalsPublic Opinion PollsMedical/Science JournalsOn-line (web pages, newsgroups, etc. Risk Assessment SourcesSafety/accident recordsEthical climate surveysFinancial auditsLiability exposureWorkers Comp.Product tampering Risk audits (70-80%)Sexual harassment exposure

**Scanning cont.Relationship SourcesShareholder resolutionsStakeholder complaintsRumors/grapevine at conventionsSpeculative discussionsPotential BoycottsPrinciple: Keep in continual contact with key constituents and listen to what they are saying.

**3b. Assessing situationEvaluate issues in two dimensionslikelihoodimpactEvaluate risks with risk mgt. gridEvaluate relational threatsPower(Leverage)Legitimacy (Value driven)Willingness (Desire for action

**Assessing cont.RelationshipsRisksIssuesScenariosRankingsROTsHistoryIntuitions

**Assessing cont.Historical Types of CrisesNatural disastersMalevolence (kidnapping, product tampering, terrorism etc. )Technical breakdownsHuman breakdownsChallenges (boycotts, strikes, lawsuits, government actions)Megadamage (oil spills, radioactivity)Organ. MisdeedsWorkplace violenceRumors

**3c. Designing Tools & SystemsSelect Crisis Management TeamSelect SpokespersonsDevelop Crisis Management PlanPrepare Crisis Communication System

**Selecting the CMTA cross-functional group who have been designated to handle ANY crisisCharacteristics of a good CMTWork together (conflict mgt)Apply the CMP (manage stress)Listen to othersMake the right decisionsCommunicate proactively

**Selecting the CMTTypical rolesLegalSecurity/safetyPROperationsTop Management (CEO)Victim managerMake time for training (63% companies do)

**Selecting SpokespersonsPrinciple - One voice is more important than one personRole - Manage the accuracy & consistency of the messages coming from the organizationCommunication should be guided by the 5 Cs: Concern, clarity, control, confidence, & competence

**Selecting the CMTSkills of the spokespersonAppear pleasant on camera (visual, nonverbal)Answer questions effectivelyDont argue with reportersAvoid no comment comment (65% believe no comment = guiltyChallenge incorrect informationAssess assumptions of questionsLegitimizePresent information clearlyAvoid jargonProvide structure

**Develop Crisis Management PlanWhat is it? A potential action plan Used during the crisisFocuses on how-toWhat it is not?Overly detailedRigid

**Components of CMPIntroduction (usually by CEO)Rehearsal datesCMT membersCMT contact sheetCrisis Assessment overview pieceshortlikely scenariosIncident report form (documents what happened)Proprietary info. (list)Strategy worksheetStakeholder contact sheetCrisis control center (e.g. where, capabilities)Postcrisis evaluation

**Prepare Crisis Communication SystemPhysical setupPrepare toolsIntranetInternetPhonesPrepare team

**4. Managing the CrisisA. Detecting the crisisB. Containing the crisisC. Recovering from the crisis

**4a. Detecting the crisisEarly monitoringConvince upper managementAssess type & character of crisisdifferent crises require different strategies

**4b. Containing the crisisRespond quicklyAcknowledge what you dont know yetSet fairly rigid information prioritiesExpress sympathyYou can express concern without opening the company to liability issuesDevelop a strategy based on type of crisis

**Strategic optionsFull apology and corrective action - misdeedsCorrective actionIngratiation (remind audiences of the org. past good deeds)Justification - minimize or no serious problemsExcuse - no control, no bad intentionsDenial - no crisis existsAttack the accuser - confront, threaten, lawsuit

**Strategic optionsAttackDenialExcuseJustification Ingratiation Corrective Full Accuser Action ApologyDefensive Accommodative Weak Crisis Strong CrisisResponsibility Responsibility

Rumors Natural Disasters Malevolence Accidents Misdeeds

**4c. RecoveringFollow-up on information requestsCommunicate with stakeholdersInform people about corrective actionsTalk about financial implicationsContinue expressing compassionContinue tracking issues, risks, etc.

**5. Managing post-crisisFollowing-upCollect crisis records, stakeholder feedback, & media coverageConduct interviews with key personnelShaping memoriesInternal audiencesExternal audiencesWhat did we learn? So what?

**Cont. 5 - managing post-crisisAssessing effectivenessExamine recordsLook at phases of crisisDetermine changes

**6. LearningNew ROTsChanges in CMPNew training opportunitiesNew personnel