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  • 62% Management 22 % Employee 14 % Other 63% Smoldering 37% Sudden
  • Although emergencies by their very nature are unpredictable, it is possible to list and prepare for those potential negative scenarios that might occur during chapter activities. It also is possible to set up a communication system that can be activated in almost any emergency situation.
  • Designate a crisis communications team -- There are many audiences to whom you will need to simultaneously communicate your company's messages, and time is limited. Organize a group of knowledgeable personnel and divide your team by audiences, such as employees, customers, partners and media. Consider front line employees for phones, message, etc.
  • Build your reputation within the community -- Just as you need to build relationships with the media, it is important to build your reputation in the community. People perceive companies involved in the community as desirable places to work. Also, community involvement generates positive publicity about the company, highlighting its caring image. A solid reputation can also serve you well in times of crisis. The public is more apt to forgive missteps if a company has made an ongoing effort to be a good corporate citizen. Communicate with your communities.
  • The spokesperson is critical to delivering your messages accurately to the outside. The public wants to hear from the person with the power to fix what went wrong, such as the CEO. Depending on the situation, you may want to protect the CEO from the added scrutiny and choose another individual as your spokesperson. ID a back up, technical experts, authority, etc Be particular. Whomever you choose, he or she must communicate a consistent message. Criteria: Comfortable with cameras and reporters Skilled in answering questions, id key points, speak wo/jargon, knowledgeable of organization, credible, able to project confidence, appearance, charisma, believability, accessible, calm. Know other spokespeople – fire police OSHA, health officials, hospitals, etc. and coordinate
  • Conduct a Crisis Audit Organize a brainstorming session with employees. Have your employees imagine everything that could go wrong -- natural disasters, operational breakdowns, organizational misdeeds and legal difficulties. Keep in mind that each employee will be able to identify different incidents that could affect your company. Once you have identified the issues that could arise for your company, discuss ways you might avoid each of these problems. For example, are all employees informed of the organization's policies? If not, take the appropriate steps to make them better informed. Prioritize the issues and think about how you would handle each situation. Once you've identified the issues, construct a plan of action.
  • In an ideal world, the three plans will integrate and key staff should exercise those plans at least annually and preferably at least twice a year.            The key is to have a policy in the Business Continuity Plan directing all internal and external inquiries from stakeholders to specific phone numbers/e-mail addresses or a designated intranet site so the responses can be managed by people who specialize in communications.   Tip: Do vulnerability audits monthly/quarterly as they arise in competitors and similar industries.
  • Make it personal to your organization Use as an outline Goal – minimize damage Get PR and CEO working together
  • In any emergency situation it is imperative that you put the public interest ahead of the organization's interest. Your first responsibility is to the safety and well being of the people involved. Once safety has been restored, face the public and face the facts. Never try to minimize a serious problem or "smooth it over" in the hopes that no one will notice. Conversely, don't blow minor incidents out of proportion or allow others to do so.
  • Positive, assertive communication focuses attention on the most important aspects of the problem and moves the entire process forward to resolution, even in a negative environment or with an antagonistic news media. Understand that media representatives have an obligation to provide reliable information to their audiences, and they will get that information whether or not you cooperate. If you won't comment on the situation, you can be sure someone else will. You maintain control by making sure you are at least one of the major sources of media information in a crisis. Give factual information, don't speculate.
  • The circumstances will vary with the nature of the crisis, but the matter always should be handled with the utmost kindness, sensitivity and discretion - always in person.
  • In addition to working with the media, a good crisis communication plan allows for communication with members of the organization. If the situation warrants, call a staff and/or volunteer meeting and provide appropriate information on the circumstances and the organization's position.            Or, your plan may call for the use of a fax or telephone tree system. The best policy, if possible, is to release information to people in the organization before, or at least at the same time, it is released to news media.
  •  Communicate with the media -- Establish the company spokesperson as the contact. That person should introduce himself/herself to the media. It is easier to talk to a reporter if a trust has been formed.
  • Avoid "no comment" because this answer can imply a lack of cooperation, an attempt to hide something or a lack of concern.
  • Media center / briefing area Consider need for media visuals Establish and communicate ground rules – questioning, time frame, pools, safety concerns, etc. Control the interview process Id a logger – pages, cell phone, etc. for spokesperson Human wall / condom to protect from the amoeba Treat equally
  • Post-crisis debriefing -- You need to handle the aftermath in such a way that you continue to communicate your company's efforts. You might highlight measures you are taking, so it does not happen again. Focus on your company's positive actions; you don't want to merely rehash the situation. Organize a meeting of your crisis team to talk about successes and difficulties during the crisis. Brainstorm steps that need to be added or subtracted from the crisis plan. You might consider surveying your audiences, such as employees, media and partners, to gauge perceptions of the crisis. The way your company conducts itself during and after a crisis can make or break your reputation. Decisiveness, honesty and open communication are crucial to weathering the storm.
  • Download the Powerpoint Crisis Communication presentation

    1. 1. Crisis Management Pre-Planning and Fire Prevention For Managers and Property Owners of High Occupancy
    2. 2. VIDEO CLIP West Hills Apartment Fire – It can happen to you
    3. 3.       People don’t judge good guys on whether they’ve made mistakes, but how they’ve fixed them. -Johnson & Johnson and Tylenol.
    4. 4. During a crisis, however, this is most difficult to accomplish. As human beings, we usually seek ways to avoid or soften painful experiences. It is helpful to recognize some specific reasons people use to discourage open communication. These reasons are all logical, reasonable, and probably valid to some degree. Nevertheless, unless you deal with them effectively, they will become obstacles, making it extremely difficult to resolve the crisis.
    5. 5. Objectives <ul><li>Logistical and practical media relations tactics to help communicate during a crisis, like a fire </li></ul><ul><li>Suggestions for communicating with internal customers, key business leaders and associates </li></ul><ul><li>How to predict and prepare for crises </li></ul><ul><li>How to gather facts and quickly centralized the information flow, providing on-scene media with frequent news updates and responding to other media inquiries by telephone </li></ul><ul><li>How to develop a working plan to help execute and track results of the crisis communications plan </li></ul><ul><li>How to generate buy-in and support from CEOs and executives for developing a crisis communication plan </li></ul>
    6. 6. Operational Priority 1: Limit the problem. <ul><li>This is our job. </li></ul>
    7. 7. Operational Priority 2: Communicate with those most affected - victims, families, relatives, etc. <ul><ul><ul><li>Take action quickly to resolve or stabilize victim issues </li></ul></ul></ul><ul><ul><ul><li>Address the needs of victims and begin repairs or remediation of destroyed or damaged property ASAP </li></ul></ul></ul><ul><ul><ul><li>Vocalize and act with empathy and sympathy constantly </li></ul></ul></ul>
    8. 8. Operational Priority 3: Communication with employees.
    9. 9. Operational Priority 4: Communicate with those indirectly affected <ul><li>Government, Neighbors, community leaders, customers, suppliers, etc. </li></ul>
    10. 10. O perational Priority 5: Communicate with the self appointed <ul><li>News media </li></ul>
    11. 11. Crisis? A significant disruption which stimulates extensive news media coverage and public scrutiny that disrupts the organization’s normal business activities. - Institute for Crisis Management
    12. 12. Common elements of a crisis? <ul><li>Sudden </li></ul><ul><li>Demands quick response </li></ul><ul><li>Interferes with organization performance </li></ul><ul><li>Uncertainty / stress </li></ul><ul><li>Threatens reputation, assets, bottom line </li></ul><ul><li>Escalates in intensity </li></ul><ul><li>Scrutiny </li></ul><ul><li>Alters organization </li></ul>
    13. 13. Some Types of Crises <ul><li>Sudden - Without warning </li></ul><ul><li>Smoldering - “goes public” </li></ul><ul><ul><ul><li>63% Smoldering </li></ul></ul></ul><ul><ul><ul><li>37% Sudden </li></ul></ul></ul>
    14. 14. Why have a CC Plan?   <ul><li>To provide a brain for moments when you might not have one. </li></ul><ul><li>Ensure accurate, timely, consistent information </li></ul><ul><li>Eliminate and minimize rumors and misinformation </li></ul><ul><li>Protect your org’s reputation with stakeholders </li></ul><ul><li>Maintain credible relations with community, officials, media </li></ul><ul><li>Identify and clarify responsibilities AHEAD OF TIME throughout the org </li></ul><ul><li>Provide guidance for decision-making. </li></ul><ul><li>Initiate change / preemptive strikes and reputation insurance </li></ul>
    15. 15. Technology’s role Reputations are made or lost within the first 24 hours. Now – the first 5 minutes.
    16. 16. Be prepared <ul><li>It is possible to list and prepare for those potential negative scenarios </li></ul><ul><li>It is possible to set up a communication system that can be activated in almost any emergency situation. </li></ul>
    17. 17. General principles that can positively affect your actions and communication in a crisis situation:
    18. 18. Before the crisis, successful communication will depend, in large part, on the preparations you make long before the emergency occurs.
    19. 19. Having a system in place will allow you to deal with the situation at hand, and not waste precious time trying to decide how to communicate.
    20. 20. An effective crisis communication plan puts you in control of what may be a very volatile and confusing situation.
    21. 21. Elements of CC Plan <ul><ul><li>Executive summary </li></ul></ul><ul><ul><li>Objectives </li></ul></ul><ul><ul><li>Target audiences / stakeholders </li></ul></ul><ul><ul><li>Crisis team roles and responsibilities </li></ul></ul><ul><ul><li>Crisis audit/inventory/research </li></ul></ul>
    22. 22. Crisis Audit <ul><li>What crisis situations have similar organizations had in the past year? </li></ul><ul><li>What are the prospects for lawsuits, government investigations? </li></ul><ul><li>How long will it be before they get the problem behind them? </li></ul><ul><li>How would we have done if it had happened to us instead of them? </li></ul><ul><li>What can be learned from their experiences? </li></ul><ul><li>Have we made any changes in the way we do business as a result of what happened to them? </li></ul>
    23. 23. Elements continued <ul><li>Appropriate lists </li></ul><ul><li>Key messages </li></ul><ul><li>Strategies </li></ul><ul><li>Drill and rehearsal plan </li></ul><ul><li>Drill feedback and improvements </li></ul><ul><li>Evaluation strategies </li></ul>
    24. 24. Tips and Techniques: Crisis Planning and Management
    25. 25. Before the Crisis
    26. 26. Develop a crisis management team <ul><li>Determine in advance a team to deal with crisis communication situations. </li></ul><ul><li>Assign at least one individual to be a crisis communications team leader and have a back up. </li></ul><ul><li>Decide which team members will gather information, notify families of victims, deal with emergency officials, and communicate with volunteers and staff. </li></ul><ul><li>Determine a primary and secondary spokesperson to communicate with the media in crisis situations. </li></ul><ul><li>Give these spokespeople media interview training if possible. </li></ul><ul><li>Appoint people to monitor coverage in specific media outlets. </li></ul>
    27. 27. Organize Your Team <ul><li>Designate a crisis communications team </li></ul><ul><ul><li>There are many audiences to whom you will need to simultaneously communicate your company's messages, and time is limited. </li></ul></ul><ul><li>Organize a group of knowledgeable personnel and divide your team by audiences, such as employees, customers, partners and media. </li></ul><ul><li>Consider front line employees for phones, message, etc. </li></ul>
    28. 28. Reputation Management/ Community Relations <ul><li>Build your reputation within the community. </li></ul><ul><li>A solid reputation can also serve you well in times of crisis. </li></ul><ul><li>The public is more apt to forgive missteps if a company has made an ongoing effort to be a good landlord. </li></ul><ul><li>Communicate with your tenants. </li></ul>
    29. 29. Decide on Spokesperson Strategy <ul><li>Comfort level </li></ul><ul><li>Skill </li></ul><ul><li>Appearance </li></ul><ul><li>Know other Spokespeople </li></ul><ul><li>Train and practice </li></ul>
    30. 30. Who would be our spokesperson(s) in a crisis situation? <ul><li>Who would be the alternate if they were not available or not appropriate for that kind of crisis situation? </li></ul><ul><li>How good would they be in handling tough questions from reporters? </li></ul><ul><li>How much confidence do we have that they will be credible and convincing? </li></ul><ul><li>How would disclosures be handled at one of our facilities if they had a crisis? Who would be the designated spokesperson? </li></ul>
    31. 31. Other Considerations <ul><li>How much information would we give out if we had a crisis? </li></ul><ul><li>Who would decide what to say? </li></ul><ul><li>What would be the approval process? How long would it take? </li></ul>
    32. 32. Develop policies <ul><li>Minimize crisis situations </li></ul><ul><li>Try to anticipate potential emergency situations and develop policies to avoid them. </li></ul><ul><li>In many crisis situations you will be asked by the media what policies you have on that particular situation. </li></ul><ul><li>You do not want to be put in the uncomfortable situation of stating that you have no policy. </li></ul>
    33. 33. Identify potential issues <ul><li>Conduct Crisis Audit / Inventory </li></ul>
    34. 34. Identify potential crises <ul><li>Hold a brainstorming session with key members of the organization to identify those scenarios that might result in unfavorable publicity for your chapter. </li></ul>
    35. 35. Assemble and organize resources <ul><li>Have up-to-date and accessible information. </li></ul><ul><ul><li>current list of crisis team members and alternates with work and home telephone numbers </li></ul></ul><ul><ul><li>each team member should carry the list </li></ul></ul><ul><ul><li>updated media lists </li></ul></ul><ul><ul><li>insurance company contacts </li></ul></ul><ul><ul><li>lists of emergency services such as fire, police, hospital and ambulance </li></ul></ul><ul><ul><li>a means to communicate with volunteers and staff (fax lists or a telephone network) </li></ul></ul><ul><ul><li>copies of policies for potential crisis situations. </li></ul></ul>
    36. 36. Coordinate planning with other crisis planners in the organization <ul><li>Every organization should have three crisis plans: </li></ul><ul><ul><li>A crisis operations plan </li></ul></ul><ul><ul><li>A crisis communication plan </li></ul></ul><ul><ul><li>A business recovery plan. </li></ul></ul>
    37. 37. What is our corporate emergency response plan like? <ul><li>When was it last updated? </li></ul><ul><li>Has it ever been used or tested to see if it works? </li></ul><ul><li>How well does it tie in with the response plans of our other facilities? </li></ul>
    38. 38. How would we contact our management and employees so they would hear from us before learning about it from the news media? <ul><li>H ow about our customers, suppliers and other key audiences? </li></ul><ul><li>How would we do it, and how long would that take? </li></ul>
    39. 39. Have a Plan! <ul><li>Make it personal to your organization </li></ul><ul><li>Use as an outline </li></ul><ul><li>Goal – minimize damage </li></ul><ul><li>Get your staff working together </li></ul><ul><li>Recognize the role of communication </li></ul>
    40. 40. VIDEO CLIP BBQ Fire Footage
    41. 41. During the Crisis
    42. 42. Bring the situation under control, if possible. Always protect people first and property second.
    43. 43. During the crisis <ul><li>Focus on the situation </li></ul><ul><li>gather accurate information </li></ul><ul><li>communicate quickly. </li></ul>
    44. 44. <ul><li>Example: </li></ul><ul><li>A careless employee leaves oily rags in the storeroom/laundry room of an apartment building. Spontaneous combustion occurs. Luckily the fire is discovered and extinguished quickly by one of the building maintenance men. </li></ul>Level 1 Can be handled by on-duty personnel responsible for responding to and managing this kind of situation .
    45. 45. <ul><li>Level 2 </li></ul><ul><li>Can be handled by the personnel who respond, with support from other employees on duty or who may have to be called in from their homes. </li></ul><ul><li>The fire is out but heat and smoke damaged equipment and furniture in the storeroom. </li></ul><ul><li>The employees and tenants are upset. </li></ul>
    46. 46. <ul><li>Level 3 </li></ul><ul><li>Requires additional resources and people beyond the regular personnel. These managers and employees may be from other facilities or the Corporate office, and may be supplemented by outside vendors or consultants </li></ul><ul><li>The fire was not discovered in time and spreads outside the storeroom/laundry room. </li></ul><ul><li>The fire department is called and puts out the blaze but it has severely damaged the rooms and four units. </li></ul><ul><li>Two TV news stations cover the story and report that the fire was thought to have been caused by a careless employee. </li></ul>
    47. 47. <ul><li>Level 4 </li></ul><ul><li>The situation is out of control and will impact an extended area and numerous people indefinitely. </li></ul><ul><li>Business will have to be curtailed or discontinued and employees diverted from their normal duties until it is resolved. </li></ul><ul><li>Other employees may have to be furloughed, vendors ordered not to make deliveries, etc. </li></ul><ul><li>Tenants will need to be relocated. </li></ul><ul><li>Note: Local emergency response agencies will be actively involved. State and federal agencies also may be called in. </li></ul><ul><li>The fire spreads throughout the office building. High winds send cinders into nearby neighborhoods causing additional fires and forcing the evacuation of residents in the area. The fire department calls in all available equipment from the city and surrounding areas to control the numerous fires. </li></ul><ul><li>TV stations feed the story to their networks and it is carried on the evening news programs, with the suspected cause of the fire mentioned in the reports. </li></ul>
    48. 48. Do the right thing <ul><li>put the public interest ahead of the organization's interest. </li></ul><ul><li>Your first responsibility is to the safety and well being of the people involved. </li></ul><ul><li>Face the public and face the facts. </li></ul><ul><li>Never try to minimize a serious problem or &quot;smooth it over&quot; in the hopes that no one will notice. </li></ul><ul><li>Conversely, don't blow minor incidents out of proportion or allow others to do so. </li></ul>
    49. 49. Communicate quickly and accurately <ul><li>Focus attention on the most important aspects of the problem and moves process forward </li></ul><ul><li>Media have an obligation to provide reliable information to their audiences </li></ul><ul><li>They will get that information whether or not you cooperate. </li></ul><ul><li>If you won't comment on the situation, you can be sure someone else will. </li></ul>
    50. 50. Analyze the situation to judge its newsworthiness. Don't create a crisis by jumping the gun.
    51. 51. Good crisis management calls for open, honest communication with various target audiences.
    52. 52. Avoid panic <ul><li>control the flow of information. </li></ul><ul><li>establish and maintain your credibility as an information source by communicating openly and honestly. </li></ul>
    53. 53. Part of the challenge and opportunity of the crisis is to show those affected that the organization is using a reasonable, caring process to resolve the crisis. <ul><li>You can show this process best when you are willing to communicate openly. </li></ul>
    54. 54. What kind of information? <ul><li>You will need to find answers to some basic questions including: what happened? when did it happen? where did it happen? how many people are involved? where are those people now? how dangerous is the situation? What happens next? </li></ul>
    55. 55. Notify the families of those involved <ul><li>Handle with the utmost kindness, sensitivity and discretion - always in person. </li></ul><ul><li>Members of your crisis communication team should be assigned this task. </li></ul><ul><li>Never release the names of dead or injured to the media before informing members of their immediate families. </li></ul>
    56. 56. Keep internal public informed <ul><li>Communication with members of the organization. </li></ul><ul><li>The best policy? </li></ul><ul><ul><li>release information to people in the organization before, or at least at the same time, it is released to news media. </li></ul></ul>
    57. 57. Communicate with Media
    58. 58. Communicate with the media <ul><li>Release information about the situation as quickly as possible. </li></ul><ul><li>Comments should be of a general nature until all the facts are in, but then it is far better to get the full story out as soon as possible. </li></ul>
    59. 59. Your spokesperson <ul><li>should be forthright in dealing with media questions. </li></ul><ul><li>Tough questions: </li></ul><ul><ul><li>money estimates of damage </li></ul></ul><ul><ul><li>insurance coverage </li></ul></ul><ul><ul><li>speculation as to the cause of the incident </li></ul></ul><ul><ul><li>allocation of blame </li></ul></ul><ul><ul><li>anything &quot;off the record&quot; </li></ul></ul>
    60. 60. Your spokesperson <ul><li>Avoid &quot;no comment&quot; because this answer can imply a lack of cooperation, an attempt to hide something or a lack of concern. There are more appropriate responses when he or she either doesn't have or is not at liberty to give certain information. </li></ul>
    61. 61. Some examples might be: <ul><li>&quot;We've just learned about the situation and are trying to get more complete information now.“ </li></ul><ul><li>&quot;All our efforts are directed at bringing the situation under control and taking care of our tenants, so I'm not going to speculate on the cause of the incident.“ </li></ul><ul><li>&quot;I'm not the authority on that subject. Let me put you in contact with…” </li></ul><ul><li>Keep a log of media calls and return calls as promptly as possible. A log can help you keep track of issues being raised by reporters, and give you a record of which media showed the most interest. </li></ul>
    62. 62. Some Strategies <ul><li>Return calls first to radio and television stations, then to newspapers. </li></ul><ul><li>Reporters provide few surprises in a crisis situation. </li></ul><ul><li>They want to get the basic information easily and quickly, usually with some kind of human interest angle. </li></ul>
    63. 63. Print vs. Broadcast Reporters <ul><li>Print usually will need and use more information </li></ul><ul><li>Print more interested in basic facts for today's edition and background and implication for tomorrow's edition. </li></ul>
    64. 64. Broadcast journalists, on the other hand, will want less but will be in more of a hurry and will seek more updates.  
    65. 65. More strategies <ul><li>Sometimes the media will be on the scene. In other situations you will need to initiate contact. </li></ul><ul><li>This should be done as soon as the basic facts are in hand. </li></ul><ul><li>The initial contact should be followed with a formal statement, including any updated information and plans for what happens next. </li></ul>
    66. 66. Media will expect: <ul><li>complete honest information </li></ul><ul><li>background material </li></ul><ul><li>some indication of how the you plan to proceed </li></ul><ul><li>information about the impact on your staff and tenants </li></ul><ul><li>regular updates and after-the-crisis follow up </li></ul>
    67. 67. Many times the situation doesn't warrant media attention.
    68. 68. Gather the facts - who, what, where, when, why, how, what next.
    69. 69. If necessary, activate your crisis management team. Act quickly; spare no expense to distribute the information you determine the media and others should have.
    70. 70. Give the media as much information as possible; they'll get the information (perhaps inaccurately) from other sources.
    71. 71. Don't speculate. If you don't know the facts say so and promise to get back to the media as soon as possible. Then be sure to do so.
    72. 72. Protect the integrity and reputation of the organization.
    73. 73. Report your own bad news. Don't allow another source to inform the media first.
    74. 74. Media Policy / Procedures <ul><li>Briefing area considerations </li></ul><ul><li>Visuals </li></ul><ul><li>Ground rules </li></ul><ul><li>Control the interview process </li></ul><ul><li>Id a logger </li></ul><ul><li>Treat equally </li></ul>
    75. 75. On Location Considerations <ul><li>No pre-interviews </li></ul><ul><li>Don’t show up early or late </li></ul><ul><li>Limit time </li></ul><ul><li>Repeat questions </li></ul><ul><li>Advise when it’s the last question </li></ul><ul><li>Have notetakers </li></ul><ul><li>Space - trucks/ppl </li></ul><ul><li>Environment </li></ul><ul><ul><li>Incline/ barriers, backdrop </li></ul></ul><ul><li>Safe and central </li></ul>
    76. 76. Post Crisis Debriefing <ul><li>Good Interview/Bad Interview </li></ul><ul><ul><li>Identify all the WRONGS </li></ul></ul><ul><ul><li>Review the RIGHTS </li></ul></ul>
    77. 77. After the Crisis
    78. 78. VIDEO CLIP Reunited with Rescuers – the long-term impact on victims
    79. 79. Perform an act of goodwill during or immediately after a crisis when appropriate and possible.  
    80. 80. Follow up <ul><li>Make amends to those affected and then do whatever is necessary to restore your organizations reputation in the community. </li></ul><ul><li>Change internal policies or institute new ones to minimize a repeat of the crisis situation. </li></ul><ul><li>Revise your crisis communication plan based on your experience. </li></ul>
    81. 81. After The Crisis <ul><li>Declare an end to the crisis </li></ul><ul><li>Follow up - Stay in touch with the community after a crisis, especially with those directly affected. </li></ul><ul><li>Keep the media informed of any updates in the situation, or let them know the crisis has ended </li></ul><ul><li>Review internal policies to try to avoid a repeat of the crisis situation. </li></ul>
    82. 82. Perform an act of goodwill <ul><li>Do this during or immediately after a crisis when appropriate and possible. </li></ul>
    83. 83. Have a formal debriefing <ul><li>Debrief members of your crisis communication team. </li></ul><ul><li>Analyze the outcome and the media coverage - both positive and negative. </li></ul><ul><li>Revise your crisis communication plan to reflect what you have learned. </li></ul>
    84. 84. Assessing the Severity of a Sudden Crisis
    85. 86. VIDEO CLIP Archstone Apartment Fires – Victim Impact, Media
    86. 87. Public Information <ul><li>Process of informing the public about operations of and actions taken by fire department during emergency. </li></ul><ul><ul><li>Media </li></ul></ul><ul><ul><li>Speakers </li></ul></ul><ul><ul><li>Presentations </li></ul></ul>
    87. 88. Public Education <ul><li>Process of changing people’s attitudes and behaviors related to safety </li></ul><ul><ul><li>School presentations </li></ul></ul><ul><ul><li>Community events </li></ul></ul><ul><ul><li>Speakers </li></ul></ul><ul><ul><li>News Stories </li></ul></ul><ul><ul><li>Public service announcements </li></ul></ul>
    88. 89. Public Relations <ul><li>The process of developing positive relationships between the fire department, its members, and the people it serves. </li></ul><ul><ul><li>News </li></ul></ul><ul><ul><li>Public service announcements </li></ul></ul><ul><ul><li>Articles </li></ul></ul><ul><ul><li>Presentations (school, public, etc.) </li></ul></ul><ul><ul><li>Events </li></ul></ul><ul><ul><li>Customer Service (day-to-day) </li></ul></ul>
    89. 90. What is news? <ul><li>Whatever the media says it is </li></ul><ul><li>Hard News </li></ul><ul><ul><li>effects large number of people </li></ul></ul><ul><ul><li>departure from the norm </li></ul></ul><ul><li>Soft News </li></ul><ul><ul><li>human interest, feature, changing social values, social mores </li></ul></ul>
    90. 91. Elements of News <ul><li>Conflict </li></ul><ul><li>Immediacy </li></ul><ul><li>Proximity </li></ul><ul><li>Scope/Scale </li></ul><ul><li>Oddity </li></ul><ul><li>Drama </li></ul><ul><li>Emotion </li></ul><ul><li>Action </li></ul>
    91. 92. Media wants to tell a story <ul><li>What happened? </li></ul><ul><li>Anyone hurt or killed? </li></ul><ul><li>What’s being done about the problem? </li></ul><ul><li>How large will the problem get? </li></ul><ul><li>Who is at fault? What was the cause? </li></ul><ul><li>How will it affect the rest of us? </li></ul>
    92. 93. The 5 W’s + H: <ul><li>Who </li></ul><ul><li>What </li></ul><ul><li>Where </li></ul><ul><li>When </li></ul><ul><li>Why </li></ul><ul><li>How </li></ul>
    93. 94. Things to Remember When Dealing with the Media Survival Tips!
    94. 95. <ul><li>Always avoid being outwardly hostile </li></ul>Things to remember...
    95. 96. Things to remember... <ul><li>Anything you say can and will be used against you </li></ul>
    96. 97. Things to remember... <ul><li>Let the cops do their job at a scene. </li></ul><ul><ul><li>You focus on yours! </li></ul></ul>
    97. 98. <ul><li>Never give your personal opinion </li></ul>Things to remember...
    98. 99. <ul><li>Always convey to media that you are trying to help them </li></ul>Things to remember...
    99. 101. Things to remember... <ul><li>Reporters generally don’t write the headlines. </li></ul><ul><ul><li>“ Grabbers” get attention </li></ul></ul><ul><ul><li>Content of article is reporter’s focus </li></ul></ul>
    100. 102. <ul><li>Be careful of gestures and body language </li></ul>Things to remember...
    101. 104. <ul><li>Avoid the appearance of a cover up </li></ul>Things to remember...
    102. 105. <ul><li>Remember chain of command. </li></ul>Things to remember...
    103. 106. <ul><li>You Are Always “ON” </li></ul><ul><ul><li>Assume all calls from reporters are taped </li></ul></ul><ul><ul><ul><li>Don’t feel obligated to respond immediately </li></ul></ul></ul><ul><ul><ul><li>Fulfill your commitments </li></ul></ul></ul>Things to remember...
    104. 107. <ul><li>Be careful of facial expressions and humor </li></ul>Things to remember...
    105. 108. <ul><li>Ask for clarification if you don’t understand the question. </li></ul>Things to remember...
    106. 109. <ul><li>Short and sweet. </li></ul><ul><ul><li>But avoid Yes/No </li></ul></ul><ul><ul><li>Danger in rambling! </li></ul></ul>Things to remember...
    107. 110. <ul><li>Be accurate </li></ul><ul><ul><li>If you don’t know - say so. </li></ul></ul>Things to remember...
    108. 111. <ul><li>Only speak to your own experiences, tasks, what you just did... </li></ul>Things to remember...
    109. 112. <ul><li>Don’t volunteer negative information or opinions. </li></ul>Things to remember...
    110. 113. Things to remember... <ul><li>Don’t use phrases or words that will offend anyone. </li></ul><ul><li>Be PC! </li></ul>
    111. 114. <ul><li>Use analogies, anecdotes, to help people understand. </li></ul>Things to remember...
    112. 115. <ul><li>Use visualization. </li></ul>Things to remember...
    113. 116. <ul><li>Be aware of surroundings. They want action but not NOISE. </li></ul>Things to remember...
    114. 117. <ul><li>No OFF THE RECORD </li></ul><ul><li>“ An open foe may prove a curse; A pretended friend is worse.” </li></ul><ul><li>-Farmers Almanac </li></ul>Things to remember...
    115. 118. <ul><li>You have the advantage </li></ul><ul><ul><li>You have the information! </li></ul></ul>Things to remember...
    116. 119. Things to remember... <ul><li>No smoking, sunglasses etc. </li></ul>
    117. 120. <ul><li>No meaningless expressions (etc. so on and so forth) </li></ul>Things to remember...
    118. 121. <ul><li>Remember … you’re always on camera/ record when reporters are around. </li></ul>Things to remember...
    119. 122. <ul><li>Posture </li></ul>Things to remember...
    120. 123. <ul><li>Sincere and enthusiastic </li></ul>Things to remember...
    121. 124. <ul><li>Look at interviewer - NOT CAMERA </li></ul>Things to remember...
    122. 125. <ul><li>Be careful of off-the-cuff comments. They could become part of a news story. </li></ul>Things to remember...
    123. 127. <ul><li>Treat reporters with respect - they’ll usually return the favor. </li></ul>Things to remember...
    124. 128. <ul><li>Avoid using jargon / lingo. Use common words that everyone can understand. </li></ul>Things to remember...
    125. 129. <ul><li>Don’t be defensive or lose your cool. </li></ul><ul><ul><li>You may have the last word at the interview, but they’ll have the last word in public. </li></ul></ul>Things to remember...
    126. 130. <ul><li>If you make a mistake, tell them and then correct it. </li></ul>Things to remember...
    127. 131. <ul><li>Don’t be led down the “he said/she said” road. </li></ul>Things to remember...
    128. 132. <ul><li>Keep your sense of humor and perspective! </li></ul>Things to remember...
    129. 133. Role Play Exercise
    130. 134. Questions?