Crisis communication

CRISIS COMMUNICATION:Taking Strategic Lead During

Crisis

Dr.Arivalan.PhD

Note to the participants: This workshop shall be customized to suit the

participants’ real life applications. Therefore someslides shall be skipped intentionally. However theskipped slides could be used as further referencesafter this workshop.

3

CRISIS MANAGEMENT

Key issues

Crisis Management

Crisis management is the process by which an organization deals with a major unpredictable event that threatens to harm the organization, its stakeholders, or the general public

Elements of a Crisis

Three elements are common to most definitions of crisis:

(a)a threat to the organization,

(b) the element of surprise,

(c)a short decision time

(d)a need for change

Crisis management - 1

Crisis management consists of:

Methods used to respond to both the reality and perception of crises

Establishing metrics to define what scenarios constitute a crisis and should consequently trigger the necessary response mechanisms.

Communication that occurs within the response phase of emergency management scenarios

Crisis Management - 2

The credibility and reputation of organizations is heavily influenced by the perception of their responses during crisis situations

Crisis Management - 3

* respond to a crisis in a timely fashion makes for a challenge in businesses.

* must be open and consistent communication throughout the hierarchy to contribute to a successful crisis communication process.

Purpose of crisis management:

Prevention

Survival

Successful outcomes

11

Communication Mechanisms during a Crisis:

Inside Alert

News Releases

Media Briefings and News Conferences

World Wide Web

Voice Mail

Flyers

Housing Residential Staff

Cable Information Channel

Phone Bank

Hotline

Common features of a crisis:

The situation materialises unexpectedly Decisions are required urgently Time is short Specific threats are identified Urgent demands for information are received There is sense of loss of control Pressures build over time Routine business become increasingly difficult Demands are made to identify someone to blame Outsiders take an unaccustomed interest Reputation suffers Communications are increasingly difficult to

manage

Amanda Vermeulen July 2006

"I think the best way to put it is that there were very

poor communications at

the time. We weren't able to get

clear, accurate information out to the media and the

public. ... And at that point the media went to

other sources for their information."

Tom Kauffman

Three Mile Island, 28 March 1979


A relatively minor malfunction in the secondary cooling circuit caused the temperature in the primary coolant to rise

The reactor shut down automatically A relief valve failed to close, but

instrumentation didn’t reveal it So much of the primary coolant drained away

that the reactor core overheated The core suffered severe damage BUT only a small amount of radioactive

material was released

Three Mile Island


Three Mile Island

The communication mistakes: Operator Metropolitan Edison (MetEd) released

little information in the first hours and days

First news conference was only 12 hours after the accident but news had already leaked

MetEd official admitted they knew radioactive particles were entering the atmosphere as even as they held the press conference. But a decision was taken NOT to inform media and public.

A company official later admitted he did not mention any releases into the environment "because he had not been asked directly.”


Three Mile Island

The communication mistakes: MetEd chose to withhold information that was

perceived as being in the “vital interests” of the general public once it finally became available

What appeared in the media was "informed speculation," often from sources in the antinuclear movement and often of an alarmist character

the public was unable to determine its accuracy the media had not reported on nuclear accidents

before so had little experience in verifying the accuracy

this led to widespread confusion and long-term distrust of the nuclear energy industry

Types of Crises

Natural disastersMalevolenceTechnical breakdownsHuman breakdownsChallengesMega-damageOrganizational misdeedsWorkplace violenceRumors

Three Categories of Crisis

• Victim crises: very weak crisis responsibility.

• Accident crises: minimal crisis responsibility.

• Intentional crises: strong crisis responsibility.

Victim Crises

• Natural disasters: acts of nature such as tornadoes or earthquakes.

• Rumors: false and damaging information being circulated about your organization.

• Workplace violence: attack by former or current employee on current employees on-site.

• Product tampering/malevolence: external agent causes damage to the organization.

Accidental

• Challenges: stakeholders claim that the organization is operating in an inappropriate manner.

• Technical error accidents: equipment or technology failure that causes an industrial accident.

• Technical error product harm: equipment or technology failure that causes a product to be defective or potentially harmful.

Preventable Crises

Human-error accidents: industrial accident caused by human error.

Human-error product harm: product is defective or potentially harmful because of human error.

Organizational misdeed: management actions that put stakeholders at risk and/or violate the law.

Crisis Management

Types of crises of organizational misdeeds:

- crises of skewed management values

- crises of deception

- crises of management misconduct.

Contingency Planning

• Plan in advance

• Rehearse via simulation

• Stipulate who the spokesperson is

• Speed and efficiency in response to crisis

• Offer accurate information or it will backfire

• Plan offers info and guidance to help decision makers deal with long-term effects of decisions

Role of apologies in crisis management

• Controversial - for fear of legal outcomes

• Evidence says that a compensation and sympathy are effective

• True contrition includes sympathy for victims and offers of compensation to offset losses or suffering

Common features of a crisis:

The situation materialises unexpectedly Decisions are required urgently Time is short Specific threats are identified Urgent demands for information are received There is sense of loss of control Pressures build over time Routine business become increasingly difficult Demands are made to identify someone to blame Outsiders take an unaccustomed interest Reputation suffers Communications are increasingly difficult to

manage


Russian submarine Kursk

sinks, all souls are lost.

President Vladimir Putin is

slow to react, remaining at

his holiday home in Sochi

for six days.

The Kursk

While on a naval exercise, the Kursk sinks in the Barents Sea on 12 August 2000, trapping the crew

The navy only makes an announcement the following day

A rescue is only mounted on 14 August

Russia asks for international help on 16 August

Putin returns from vacation on 18 August, six days after the sinking

Putin meets the families of the Kursk’s crew on 22 August, admitting to a “feeling of guilt and responsibility”, but attacks the media for making political capital out of the disaster on TV.

The Kursk

The communication mistakes: All information was released at navy base so

media were effectively locked out

Navy withheld much information, forcing media to ‘bribe’ officials for crew list

Sensational footage of mother of one of the crew being ‘sedated’ against her will by officials

Government press officials reacted extremely slowly

Shooting the messenger

The Kursk

Three criteria of success:

Has organisational capacity been restored?

Have losses been minimised?

Have lessons been learned?

31

How Do We Communicate?

32

Myths(Chess et al. 1988)

Myth:

We don't have enough time and resources to have a risk communication program.

Action:

Train all your staff to communicate more effectively.

Plan projects to include time to involve the public.

33


Myth:

Telling the public about a risk is more likely to unduly alarm people than keeping quiet.

Action:

Decrease potential for alarm by giving people a chance to express their concerns.

34


Myth:

Communication is less important than education.

If people knew the true risks, they would refuse to accept them.

Action:

Pay as much attention to your process for dealing with people as you do to explaining the data.

35


Myth:

We shouldn't go to the public until we have solutions to environmental health problems.

Action:

Release and discuss information about risk management options and involve communities in strategies in which they have a stake.

36


Myth:

These issues are too difficult for the public to understand.

Action:

Separate public disagreement with your policies from misunderstanding of the highly technical issues.

37


Myth:

Technical decisions should be left in the hands of technical people.

Action:

Provide the public with information.

Listen to community concerns.

Involve staff with diverse backgrounds in developing policy.

38


Myth:

Risk communication is not my job.

Action:

As a public servant, you have a responsibility to the public.

Learn to integrate communication into your job and help others do the same.

39


Myth:

If we give them an inch, they'll take a mile.

Action:

If you listen to people when they are asking for inches, they are less likely to demand miles.

Avoid the battleground.

Involve people early and often.

40


Myth:

If we listen to the public, we will devote scarce resources to issues that are not a great threat to public health.

Action:

Listen early to avoid controversy and the potential for disproportionate attention to lesser issues.

41


Myth:

Activist groups are responsible for stirring up unwarranted concerns.

Action:

Activists help to focus public anger.

Many environmental groups are reasonable and responsible.

Work with groups rather than against them.

42

Develop a Plan

Anticipate potential questions

Prepare accurate, understandable, and consistent messages

PRACTICE, PRACTICE, PRACTICE

43

44

45

Goal #1: Ease concern to necessary levels

Saying “don’t panic” will not allay fears: you must provide clear indication of why they shouldn’t worry

Example: “The risk is low” or “the disease is treatable”

If threat is real and action is required, don’t encourage complacency

46

Goal # 2: Give guidance

Give clear instructions on what precautions to take

Provide a list of symptoms to look for in themselves and others

Suggest when to call a physician

Giving ACTION items to public provides comfort and detracts from focus on panicEXAMPLE: US Duct tape Campaign

47

Proper Body Language is Essential

Maintain good eye contact

Do not cross your armsotherwise you could appear defensive or

uninterested

Resting your head in your hands makes you look tired or bored

Watch your tone of voicea loud or high pitch voice can suggest

hostility or nervousness

48

Seven Cardinal Rules of Risk Communication

(Covello and Allen, 1988)

Accept and involve the public as a partner

Plan carefully and evaluate your efforts

Listen to the Public’s specific concerns

Be honest, frank, and open

Work with other credible sources

Meet the needs of the media

Speak clearly and with compassion

Company Resources/Functions

InformationTechnology

Security

LegalEnvironment,

Health & Safety

OperationsFinance &

Accounting

TEAM

HR/Communications(incl. public affairs)

5/8/2015 59

Crisis Communication

“A crisis is unpredictable but not unexpected”

- Timothy Combs

Emergency Personnel Team

Spokesperson (1-2)

Phone team

Researcher and writer

Business continuity

Decision maker

Legal council, if applicable

Notification Procedures

1. Emergency Personnel Team

2. Board of Directors

3. Employees

4. Members

5. Other Stakeholders

Communication Procedures

1. Platform

2. Priority

3. Policy

RESPONSE

Emergency Notification

Gathering Information

Releasing Information

Stages of Crisis

5/8/2015 64

1A. Assessing situation

Evaluate issues in two dimensions

likelihood

impact

Evaluate risks with risk mgt. grid

Evaluate relational threats

Power(Leverage)

Legitimacy (Value driven)

Willingness (Desire for action

5/8/2015 65

Assessing cont.

RelationshipsRisksIssues

•Scenarios

•Rankings

•ROTs HistoryIntuitions

5/8/2015 66

Assessing cont.

Historical Types of Crises

Natural disasters

Malevolence (kidnapping, product tampering, terrorism etc. )

Technical breakdowns

Human breakdowns

Challenges (boycotts, strikes, lawsuits, government actions)

Megadamage (oil spills, radioactivity)

Organ. Misdeeds

Workplace violence

Rumors

5/8/2015 67

2B. Designing Tools & Systems

Select Crisis Management Team

Select Spokespersons

Develop Crisis Management Plan

Prepare Crisis Communication System

5 communication failures that kill operational success

1. Mixed messages from multiple experts

2. Information released late

3. Paternalistic attitudes

4. Not countering rumors and myths in real-time

5. Public power struggles and confusion

Messages and Audiences

What the Public Will Ask First

Are my family and I safe?

What have you found that may affect me?

What can I do to protect myself and my family?

Who caused this?

Can you fix it?

What the Media Will Ask First

What happened?

Who is in charge?

Has this been contained?

Are victims being helped?

What can we expect?

What should we do?

Why did this happen?

Did you have forewarning?

Writing for the Media During a Crisis

The pressure will be tremendous from all quarters.

It must be fast and accurate.

It’s like cooking a turkey when people are starving.

If information isn’t finalized, explain the process.

Public Information Release

What to release

When to release

How to release

Where to release

Who to release

Why release

Nine Steps of Crisis Response

1

2

3 4

5

6

7

8

9

Crisis

Occurs

Verify

situation

Conduct

notification

Conduct

assessment

(activate

crisis plan)

Organize

assignmentsPrepare information

and obtain approvals

Release information to

media, public, partners

through arranged channels

Obtain feedback and

conduct crisis evaluation

Conduct public education

Monitor events

5 communication steps that boost operational success

1. Execute a solid communication plan

2. Be the first source for information

3. Express empathy early

4. Show competence and expertise

5. Remain honest and open

5/8/2015 76

Selecting the CMT

Skills of the spokesperson

Appear pleasant on camera (visual, nonverbal)

Answer questions effectively

Don’t argue with reporters

Avoid “no comment” comment (65% believe “no comment” =

“guilty”

Challenge incorrect information

Assess assumptions of questions

Legitimize

Present information clearlyAvoid jargon

Provide structure

5/8/2015 77

Develop Crisis Management Plan

What is it?

A potential action plan

Used during the crisis

Focuses on “how-to”

What it is not?

Overly detailed

Rigid

Prepare Information and Obtain Approvals

Develop message.

Identify audiences.

What do media want to know?

Show empathy.

What is the organization’s response?

Identify action steps for public.

Execute the approval process from the plan.

Need More Breathing Room?

Response to Inquiries (you are authorized to give out the following information)

Date: __________ Time: __________ Approved by: ___________________________________________

This is an evolving emergency and I know that, just like we do, you want as much information as possible right now.

While we work to get your questions answered as quickly as possible, I want to tell you what we can confirm right now:

At approximately, ________ (time), a (brief description of what happened) ____________________________________

________________________________________________________________________________________________

__________________________________________________.

At this point, we do not know the number of (persons ill, persons exposed, injuries, deaths, etc.).

We have a system (plan, procedure, operation) in place for just such an emergency and we are being assisted by

(police, FBI, EOC) as part of that plan.

The situation is (under)(not yet under) control, and we are working with (local, State, Federal) authorities to (e.g., contain

this situation, determine how this happened, determine what actions may be needed by individuals and the community

to prevent this from happening again).

We will continue to gather information and release it to you as soon as possible. I will be back to you within (amount of

time, 2 hours or less) to give you an update. As soon as we have more confirmed information, it will be provided. We ask

for your patience as we respond to this emergency.

Try this for an initial press statement

5/8/2015 80

Selecting Spokespersons

Principle - “One voice is more important than one person”

Role - Manage the accuracy & consistency of the messages coming from the organization

Communication should be guided by the 5 C’s: Concern, clarity, control, confidence, & competence

5/8/2015 81

Prepare Crisis Communication System

Physical setup

Prepare tools

Intranet

Internet

Phones

Prepare team


Select the appropriate channels of communication and apply them:

Simply

Timely

Accurately

Repeatedly

Credibly

Consistently


Continue to monitor for feedback

Execute planned steps with stakeholders

Reassess these elements throughout the event

Obtain Feedback and Conduct Crisis Evaluation

Conduct response evaluation

Analyze feedback from customers

Analyze media coverage

Conduct a hot wash

Develop a SWOT

Share with leadership

Revise crisis plans

Conduct Public Education (Post-event)

Highlight related public health issues

Consider audiences not directly involved in the crisis

Institutionalize crisis materials

5/8/2015 86

Cont. 5 - managing post-crisis

Assessing effectiveness

Examine records

Look at phases of crisis

Determine changes

Additional Notes

Emergency Risk Communication Principles

Consider the “what if” questions.

Spokesperson Recommendations

Stay within the scope of your responsibility

Tell the truth

Follow up on issues

Expect criticism

Your Interview Rights

Know who will do the interview

Know and limit the interview to agreed subjects

Set limits on time and format

Ask who else will be or has been interviewed

Decline to be interviewed

Decline to answer a question

You Do Not Have the Right To:

Embarrass or argue with a reporter

Demand that your remarks not be edited

Demand the opportunity to edit the piece

Insist that an adversary not be interviewed

Lie

Demand that an answer you’ve given not be used

State what you are about to say is “off

Sensational or Unrelated Questions

“Bridges” back to what you want to say:

“What I think you are really asking is . . .”

“The overall issue is . . .”

“What’s important to remember is . . .”

“It’s our policy to not discuss [topic], but what I can tell you . . .”

Effective Nonverbal Communication

Do maintain eye contact

Do maintain an open posture

Do not retreat behind physical barriers such as podiums or tables

Do not frown or show anger or disbelief through facial expression

Do not dress in a way that emphasizes the differences between you and your audience

Grief in context

Circumstances of the death

Nature of the relationship

Experienced loss before

Any secondary losses

Case Study: St. PJs Children’s Home

BJ Mamuzic, Executive Director

Children from the Fundamentalist Church of Jesus Christ of Latter

Day Saints compound in Texas became residents at the home.

Key Learnings:

•Connect with like agencies

•Learn from experts

•Give the board something to say

•Designate who will communicate

•Don’t underestimate volume

•Know players before crisis

After-School Program Employee Charged

with Sexual Assault of a Child

An employee at the Boys and Girls Club was arrested today as he

worked and charged with sexual assault and indecency with a child. The

employee underwent a background check when hired and passed it. He

has also never had any disciplinary problems. The child in the case was

a 10-year-old girl who told her parents about the assault, which

allegedly occurred a the center. Her parent then called the police. A few

hours after the arrest, concerned parents, who have heard the initial

reports through the grapevine start to arrive and angrily demand

answers as to how this could have happened.

Taken from an amalgamation of real incidents in schools

Child Dies in After School Program

You are the executive director of a Girls and Boys Club. One of your kids

who comes on a regular basis has some special needs but has never

been disruptive. Today when he arrived after school, he seemed troubled

and incoherent. He started to bang his head against the wall, and while

you called 911 support, one of your male staff members held him down to

keep him from hurting himself and others. While waiting for emergency

personnel, the worker realized the boy was not breathing. He started to

administer CPR and you called emergency services back to apprise them

of the situation. Once EMTs arrived they continued acute care, but the

child did not survive. The cause of death is unknown.

Taken from real incident in San Antonio, SW Mental Health Center

http://www.nurseweek.com/news/00-03/032000i.html

Shooter Enters Boys and Girls Club, Kills

2 and Injures 5

A gunman has entered your building and killed one employee, one child

and has injured two more employees and three students. The scene is

chaos, and your office is being cordoned off by the police as a crime

scene. You are not allowed to return to get anything. You are not injured,

but two of your crisis team are, and you are already getting calls from

media on your cell phone, which thankfully was on your person when the

shootings began. You have no idea who the shooter was, but the police

are starting to interview witnesses and staff.