The calm before the storm: Action steps in SoMe crisis management

1. 18. MAY 2017 / KOMFO THE CALM BEFORE THE STORM: ACTION STEPS IN SOME CRISIS MANAGEMENT NANA DALL & KATRINE THIELKE

2. KEY TAKE AWAYS FROM TODAY • Strategic advice on crisis management in the social media ecosystem  • Insights on crisis communication practices in the digital space: learn how to improve communication with customers and handle customer complaints better  • Key action steps in crisis management and conﬂict resolution based on key brand cases

3. TODAYS AGENDA • Why are there so many rude comments on your page? • What is the source of trouble? • What happens in a conflict? Understand your users • The conflict ladder and why its useful • How users experience fairness • Push and pull communication - your most powerful tool in the eye of the storm • The “what is it worth” matrix • The moderators risk assessment • Our recommendation in short!

4. TODAY, WE ARE DISCUSSING THE CONFLICT AND CRITIQUE THAT HAPPENS PRIOR TO THE CRISIS.

6. IT TOOK US MILLIONS OF YEARS TO BECOME HUMAN. WE’VE ONLY A FEW YEARS OF EXPERIENCE AS SOCIAL PLATFORM USERS…

7. VIRALITY IS PARTIALLY DRIVEN BY PHYSIOLOGICAL AROUSAL. FEELINGS LIKE ANGER, ANXIETY OR AWE Berger & Milkman: What makes online content viral (2011)

8. YOUR USERS ARE GIVING YOU A HARD TIME TO BE NICE TO YOU!

10. Problem originates internally Problem originates externally Plain unprofessionalism, making mistakes Natural disasters, force majeure, accidents Transgressions, breaking of contracts Terror and the like IntentNon-intent TYPES OF CRISES Based on Cornelissen, combined with the Owyang study on social media crises.

11. Problem originates internally Problem originates externally Bad communication, employees not realising that social media is an open forum, poor customer service, expectations and reality not in sync Bad research and misquotes in the media, expectations to service or product is changing in society at large. Unhappiness with the world at large that end up on your page. Employees and volunteers “breaking up” with the brand on social media, employees and leadership “speaking out” on public, employees that feel their customers “are stupid/not understanding the product” Opponents attacking a single person or the whole organisation, libel. Doxxing. Trolling. Certain forms of spin. IntentNon-intent TYPES OF CONFLICT AND CRITIQUE Based on Cornelissen, combined with the Owyang study on social media crises.

12. THE BAD NEWS: YOU ARE TO BLAME!

14. THE CONFLICT SPIRAL: EMOTION IS CONTAGIOUS You bomb people People get angry People bomb youYou get angry A: HEAVY COMMUNICATION B: CHANGED PSYCHOLOGICAL BEHAVIOUR B: HEAVY COMMUNICATION A: CHANGED PSYCHOLOGICAL BEHAVIOUR

16. THE CONFLICT LADDER UHAPPINESS WITH THE MATTER, THE CASE Ref: Else Hammerich, Konflikt og Kontakt IT GETS PERSONAL. THE USER PERCEIVES AN ANSWER AS A PERSONAL ATTACK. “You are incompetent, you are targeting us” = THE CONFLICT IS LEAVING THE MATTER AT HAND IT BECOMES GENERAL. WORDS LIKE ALWAYS, ALL, NEVER ARE USED “I’ve heard a lot of examples like it!” = THE CONFLICT IS SPREADING IN SEVERAL DIRECTIONS SHITSTORM LEVEL. ALLIANCES ARE MADE, PEOPLE WITH NO ACTUAL INTEREST IN THE MATTER BECOME INVOLVED = THE NUMBER OF UNHAPPY USERS EXPLODE MONSTERFICATION LEVEL = FROM SHITSTORM TO A MATTER OF PRINCIPLE OPEN BATTLE = VIOLENCE #0 #1 #2 #3 #4 #5

17. THE CONFLICT IS NOT ONLY ABOUT THE IMPLICATED USERS - ITS ABOUT THE AUDIENCE. = THE AUDIENCE FACTOR

19. THE EXPERIENCE OF FAIRNESS

20. Experiencing fairness through substance Experiencing fairness through process Has to to with the contents of the matter: • Was I within my rights? • Was I allowed? • How much money did they give me (back)? • Was there a mistake? • Was I given the same or less than the others? Has to do with the process: • Did they hear me (out)? • Was I allowed to speak? • Was I treated with dignity and respect? • Was I allowed to influence the process? NANA DALL // KONFLIKTER PÅ DE SOCIALE MEDIER. Kilde Styrket Borgerkontakt.dk

21. THE EXPERIENCE OF A NOT VERY FAIR PROCESS CAN DESTROY AN OTHERWISE DESIRED RESULT    AND REVERSELY:     THE EXPERIENCE OF A FAIR PROCESS CAN CREATE ACCEPTANCE OF A UNDESIRED RESULT

23. PUSH AND PULL COMMUNICATION

24. PUSH Listening and asking Active listening - meaning, listening to whats being said and whats behind it. Asking open questions, checking understanding and mirroring needs behind whats being said. Opening up Giving something of yourself in the conversation, by admitting mistakes or by admitting not knowing the answer. Creating visions Describing options and perspectives, and creating a joint set of wishes for the future. Summing up Showing respect and forcing yourself to really listen, by respectfully summing the others’ perspective up. Prevents misunderstandings and deeply ingrained assumptions. Suggest Providing suggestions, ideas and recommendations. Arguing Arguing your views and presenting facts and assumptions, supporting your view. Often happens by presenting a string of arguments. Explaining Providing an explanation for procedures and the like. Assessments and evaluations Assessing or evaluating the other person, or the arguments, viewpoints and facts that are part of the conversation. Pushing Offering rewards, pressuring or even threats. REF: Styrket Borgerkontakt PULL

26. IS IT ALWAYS WORTH IT TO ENTER THE CONFLICT?

27. WHAT IS IT WORTH? VERY IMPORTANT /HIGH VERY IMPORTANT /HIGH VERY IMPORTANT / HIGH DIALOGUE + SOLUTION INSIST +   STAND TALL VERY IMPORTANT / HIGH LISTEN + EVADE/CHANGE THE SUBJECT NEVER MIND! RELATION MATTER

29. RISC MATRIX Happens oftenRarely happens Damages our   reputation Recurrent mistakes Price adjustments“Break ups” Animals Kids and pregnancy Single mom Procedural errors Matters of principle Bad product No damages

30. Either you need a campaign or you need to change something You need approved work flows and a set of “standard” answers to pick from. Everybody does the same. You need an Q&A and a contingency plan No need to act RISC MATRIX Happens oftenRarely happens Damages our   reputation No damages

32. WHEN IN DOUBT: PULL!

33. CONTACT Nana Dall www.nanadall.dk (+45) 2277 8462 nd@nanadall.dk Katrine Emme Thielke www.emme.dk (+45) 5217 9791 e@emme.dk / @emme

34. THANK YOU <3

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