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    Group D   Le Masney, Schimmel, Taylor    Communication Tips In Crisis   Final Group D Le Masney, Schimmel, Taylor Communication Tips In Crisis Final Presentation Transcript

    • LeMasney , Schimmel & Taylor April, 2008
    • "Stay Calm"; "listen harder":
        • inspire confidence
        • open feedback channels
        • be flexible
      source: http://www.vater.com/education/healthbeat/Hearing/EarDiagram.jpg
    • "Identify key audiences"; "Anticipate the tough questions"
        • Stakeholder analysis with a new focus
        • unify the message
        • ask yourself the toughest questions first
      Source: http://www.wesdooley.com/images/ds_R44C_3_large.gif
    • "Be Visible"; "Respond to the media quickly and fairly"
        • get out there
        • devise a message
        • stay on the message
      source: http://www.technovelgy.com/graphics/content/blind-see-eye-diagram.gif
    • "Tell the truth"; "Communicate the message and the facts"
        • discovery is yours
        • let it all out
        • don't sidestep, minimize, avoid, alter, or ignore the facts
      source: http://magicpork.com/images/uvula.jpg
    • "Communicate a vision for the future."
        • What's the best possible outcome?
        • What are the opportunities here?
        • Did your plan change? What's the new plan?
      Source: http://www.juniorsociety.com/images/handshake.jpg
    • Reaction
      • Leaders as spokespeople need certain reaction skills to deal effectively with communicating in a crisis. Samples are:
        • Strength  “Crises can last for hours or perhaps even for years. Those involved must make sure they do not become fatigue and keep their responsive edge at all times (Lukaszewski 2000).”
      •  
      •  
      •  
      •  
      • Source: Lukaszewski, J. Anatomy of a Crisis Response: A Checklist,
      • Public Relations Journal, November 1987 (Revised June 2000)
      •  
      •  
      • Emotions  Leaders must remain impassive to the excitement and tension of events. Without it, it will be much more difficult for a leader to maintain control and built trust.
      • Interest  A sincere interest in the viewpoint of others is the underlying principle that can transform human relations into a mutual contract.
      • Strength  “Crises can last for hours or perhaps even for years. Those involved must make sure they do not become fatigue and keep their responsive edge at all times (Lukaszewski 2000).”
      • Source: Lukaszewski, J. Anatomy of a Crisis Response: A Checklist, Public Relations Journal, November 1987 (Revised June 2000)
    • How to Release Crisis Information?
        • Informing employees before the media.   Employees should learn of the true story first in order for the company to maintain their trust.
        • Stealing thunder   Company breaks the news about its own crisis before the crisis is discovered by the media or other interested parties.
        • Communicating to the media.   Work with the media early on and provide honest information. 
    • Available Electronic Communication Channels
      • Email   Via group emails a crisis can be instantly communicated to large groups of people. It is vital that people are able to talk to each other.
      •  
      • Website   By posting public articles written by the organization in regards to the crisis on the web, it allows for stakeholders to follow the actions taken to avoid wrongful speculations. 
      • Blogs   Blogging can be an effective means for providing updated information about a crisis.
      • Podcast and Videos   Crisis information can be released by pod cast and video as well. The idea is to use multiple channels to release your crisis information.
    • Creating a Crisis Plan
      • When a crisis occurs a plan should then
      • be formed to handle the situation as
      • professional as possible (Hellen, 2008).
      • During such meeting the following main
      • points should be addressed:
      •  
        • Define the purpose and outcome of the meeting . Without
        • a purpose and a vague goal on how to tackle the crisis the chances of success are often poor.
      •  
      •  
      •  
      •  
        • Invite appropriate people .  Include those people who are needed to achieve the desired outcome. These normally include stakeholders, decision makers, and information providers.
      •  
        • Develop an agenda.   The agenda should not only identify the meeting leaders and agenda items but also action items and future meeting planning (Hellen, 2008). By allowing sufficient time to discuss the plan it is often more effective and organized. 
      •  
      •  
      •   
      •  
      • Heller (2008) How to plan a meeting. retrieved on April 10, 2008 from http://www.howtodothings.com/business/how-to-plan-a-meeting
    • Practicing the Communication Plan  
      • Once a communication plan is developed, it is necessary for an organization to practice the plan so that it flows with ease in the event of a crisis.
        • Various communication mediums, such as emails and memos, along with specific lines of communication should be utilized on a regular basis so that employees are accustomed to the organization's communication style
        • Key players in the communication plan should be updated periodically so that they fully understand their roles
      •  
    • Assessing the Crisis Environment
      • In order to effectively handle a crisis situation, it is important for an organization to know where the crisis is taking place and who is involved:
      • Is the crisis happening inside or outside of the organization itself?
      • Who is directly and indirectly affected by the crisis situation?
      • What resources are available within this environment?
      • What obstacles are present within this environment?
    • The Crisis Management Team
      • An organization must develop a crisis management team whose job is to create a crisis communication plan and put it into practice
      •  
        • Possible team members:
          • CEO/President
          • Public Relations Representative
          • Vice President
          • Safety or security officer
          • Company Lawyers
        • The team should select a spokesperson designated to handle the media
        • The team should conduct meetings periodically stay updated and informed
    • Anticipating Crisis
      • An organization should periodically assess crisis risks and know what possible crises lay ahead
      •  
      • Always prepare for the worst-case scenario in any crisis situation
    • Examples of how organizations fail to handle or communicate crisis situations  
      • Misunderstanding - an organization is unable to recognize a crisis
      • Failure to plan - an organization fails to prepare for the worst, assuming it won't happen
      • Lack of responsibility - an organization fails to develop a crisis communication team
      • Time - an organization fails to think ahead or to act quickly when a crisis occurs
      • Resources - an organization does not have the money or the people needed to solve a crisis situation
    • References
      • Coombs, W. T., & Holladay, S. J. (1996). Communication and attributions in a crisis: An experimental study of crisis communication. Journal of Public Relations Research, 8(4), 279-295 http://www.leaonline.com/doi/abs/10.1207/s1532754xjprr0804_04
      • Daft, R. L. (2007). The Leadership Experience (with InfoTrac ) . (4), 528. South-Western College Pub.
      • Fernandes, A. (n.d.). Crisis management: how to plan for the unknown. In Continuity central . Retrieved April 17, 2008, from http://www.continuitycentral.com/feature0397.htm
      • Heller (2008) How to plan a meeting. retrieved on April 10, 2008 from http://www.howtodothings.com/business/how-to-plan-a-meeting
      • Louisiana State University Office of Public Affairs. (2008). Crisis Communication Plan. Retrieved April 8, 2008, from http://www.lsu.edu/pa/crisis.html.
      • Lukaszewski, J. Anatomy of a Crisis Response: A Checklist, Public Relations Journal , November 1987 (Revised June 2000)
      • Phee, M. (n.d.). Communications Strategy: Developing A Crisis Communications Plan. In The communications network . Retrieved April 16, 2008, from http://www.comnetwork.org/verizon_resourcecenter/commstrat_crisis_communications.htm
      • Roos, D. (n.d.). How crisis communication plans work. In How stuff works . Retrieved April 16, 2008, from http://communication.howstuffworks.com/how-crisis-communication-plans-work1.htm
      • University of Colorado. (2008). Treating Complicating Factors. . Retrieved April 8, 2008, from  http://www.colorado.edu/conflict/peace/treating_overlays.htm#opencom.