PRS International Group of Companies Crisis management guidelines

1. CRISIS
MANAGEMENT
GUIDELINES
Before a crisis. During a crisis. After a crisis

2. TABLE OF CONTENTS:
WHY CRISIS?
WHAT IS CRISIS?
TYPES OF CRISIS
CHARACTERISTICS OF CRISIS
CRISIS MANAGEMENT
ESSENTIAL FEATURES OF CRISIS MANAGEMENT
TEN THINGS TO REMEMBER DURING CRISIS
WHEN TO REPORT A COMPLAINT
PROCEDURE OF COMMUNICATION AT CRISIS ON SET
CRISIS COMMUNICATION CHECKLIST.

3. Founded in 2007, we dreamed of a firm dedicated to the practice of public relations
and committed to client service. Today, we boast to have grown from being the new
kid on the block to one of the most active and preferred service provider in the
region, but our focus remained the same – delivering outstanding results for clients.
PRS International is a strategic communications consulting firm with unique
understanding of the working of the communication process.
Our approach to PR is information-driven, rather than contact led, we also believe
in fostering and nurturing relationships. Relationships with clients, staff and
business associates. That is the secret of our continued growth over the years and
our ability to consistently deliver value to our clients. Regardless of size, all our
clients receive high-level attention and consistent value for their money.
We provide strategic approach needed to connect your business with prospective
customers and other key audiences across the globe. We provide higher credit at
lower costs. Today, we boast to have grown from being a fledgling bird to a smooth
flyer by becoming one of the loved and trusted names in the industry.
A b o u t P R S I n t e r n a t i o n a l

4. Why Crisis ?
Technological failure and Breakdown of machines lead to crisis.
Problems on the internet, corruption in the software, errors in passwords
all result in a crisis.
A crisis arises when employees do not agree to each other and fight amongst themselves. Crisis arises as
a result of boycott, strikes
for indefinite periods, disputes, and so on.
Violence, thefts and terrorism at the workplace result in organization crisis.
Neglecting minor issues, in the beginning, can lead to major crisis and a situation of uncertainty at the
workplace. The management
must have complete control on its employees and should not adopt a
casual attitude at work.
Illegal behaviors such as accepting bribes, frauds, data or information tampering all lead to
organization crisis.
Crisis arises when organization fails to pay its creditors and declares itself a bankrupt organization.
Crisis can arise in an organization due to any of the following reasons:

5. What is Crisis ?
A sudden and unexpected event leading to major unrest amongst the
individuals at the workplace is called as organization crisis.
In other words, crisis is defined as any emergency situation which disturbs
the employees as well as leads to instability in the organization. Crisis
affects an individual, group, organization or society on the whole.

6. A natural disaster that affects the community.
The physical destruction of church or property, either from a natural
disaster or purposeful intent.
Illegal, scandalous, or otherwise publicly questionable behavior by clergy,
religious, staff member, or parishioner.
Allegations of sexual misconduct by clergy, staff member, or parishioner.
A community tragedy with regional or national impact.
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Types of Crisis:

7. Characteristics of Crisis
Crisis is a sequence of sudden disturbing events
harming the organization.
Crisis generally arises on short notice.
Crisis triggers a feeling of fear and threat amongst
the individuals.

8. Crisis Management
Crisis Management prepares the individuals to face unexpected developments and adverse
conditions in the organization with courage and determination.
Employees adjust well to the sudden changes in the organization.
Employees can understand and analyze the causes of crisis and cope with it in the best possible
way.
Crisis Management helps the managers to devise strategies to come out of uncertain conditions
and also decide on the future course of action.
Crisis Management helps the managers to feel the early signs of crisis, warn the employees
against the aftermaths and take necessary precautions for the same.
The process of handling unexpected and sudden changes in organization
culture is called as crisis management.
The art of dealing with sudden and unexpected events which disturbs the employees,
organization as well as external clients refers to Crisis Management.
Need for Crisis Management

9. Essential Features of Crisis Management
Crisis Management includes activities and processes which help the managers as well as
employees to analyze and understand events which might lead to crisis and uncertainty
in the organization.
Crisis Management enables the managers and employees to respond effectively to
changes in the organization culture.
It consists of effective coordination amongst the departments to overcome emergency
situations.
Employees at the time of crisis must communicate effectively with each other and try
their level best to overcome tough times.
Points to keep in mind during crisis
Don’t panic or spread rumors around. Be patient.
At the time of crisis the management should be in regular touch with the employees,
external clients, stake holders as well as media.
Avoid being too rigid. One should adapt well to changes and new situations.
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10. Ten Things to Remember
When Reporting Complaint
Leave out technical details about the method of suicide, such as describing the type of ligature used or the number and
types of pills taken in an overdose. Never suggest that a method is quick, easy, painless, or certain to result in death.
Language matters. Avoid dramatic headlines and terms such as ‘suicide epidemic or ‘hot spot’.
Include references to support groups and places where suicidal people can find help – it really does make a difference.
Treat social media with particular caution and refrain from mentioning websites or networks that promote or glamorize
suicide.
Avoid dramatic or sensationalist pictures or videos. Refrain from including content from suicide notes.
Young people are especially vulnerable to negative suicide coverage. Do not give undue prominence to photographs of a
young person who has died and avoid repeated use of images such as galleries.
Try not to give a story undue prominence, for example with a front cover splash.
Don’t brush over the complex realities of suicide and its impact on those left behind. Remember that people bereaved by
suicide are often vulnerable and are more likely to take their own lives than the general population.
Speculation about the ‘trigger’ for a suicide – even if from close family members – should be avoided.
Use statistics with caution. Check with Samaritans or the relevant national statistical agency to make sure you have the
most recent data and are comparing like with like.

11. For Emergencies: Dial 100
At crisis onset, call the Public Relations Officer. If the call is after
If needed, the office will assign a staff member to serve as
If you receive a media inquiry: PRO will assist as needed with the release of
information, updates, or a statement. Channels may
The office will maintain contact through the liaison until
The office will keep a permanent record of the situation on file. Situation details and
records are kept confidential.
hours, you will be instructed where to call.
a liaison between the parties involved and the PRO’s office until
the situation is resolved.
include the media, social media, the Archdiocese of Bhopal’s
e-newsletter or a written statement.
the situation is resolved.
Procedure for Communicating at Crisis Onset

12. Crisis Communication Checklist
1. Organize a "what if" brainstorming session with others. Come up with "what if" scenarios about potential
crisis
situations and write a general procedure for responding to the "what if" crises.
2. Select crisis management and crisis communication teams. Who is responsible for communicating with the
media
during a crisis? Everyone in your organization should know the members of the crisis communication and
crisis
management teams.
3. Identify key audiences. Determine to whom you want to communicate.
4. Designate a spokesperson. One person should answer all questions and make all presentations to ensure that
information comes from one source.
5. Anticipate the tough questions. Make a list of potential tough questions and be ready to respond to them.
A crisis will happen in the life of most organizations. It’s not so much a matter of if but when. Even if you think it will
never occur, taking time to prepare for a crisis is your best defense. Use this checklist as a starting point for the
development of your agency or organization’s crisis communication plan.
Part I-A Before the Crisis, Preparation

13. 8. Do not get angry. Stay calm and friendly, even when you are asked the "hard" questions.
1. Gather information. Facts should be routinely updated; rumors should be verified or exposed as
myths. Miscommunication heightens during a crisis and can be exaggerated by half-truths,
distortions, or negative perceptions.
2. Develop messages and then communicate the messages and the facts. Develop a few clear, simple
messages for the media. The message should communicate concern about what is happening and
explain what the organization is doing to address the crisis. In a crisis that involves physical harm or
a health risk to the public, provide guidance to the public and get the public the information they
need, quickly.
3. Provide graphics. Using drawings, graphics or diagrams helps you illustrate your point about a
process that may be complicated.
4. Be active, not reactive. Take the offensive when a serious matter occurs.
5. Centralize information. Use one spokesperson who communicates effectively knows your
communication plan and comes across as trustworthy and caring.
6. Control the message. Stick to the message and the facts. Control the information that is
disseminated.
7. Control the flow of information. Hold regularly scheduled news conferences or reports so that the
information gets aired frequently and reliably.
Part I During the Crisis, Communication

14. 14. Write everything down. Maintain a crisis communication inventory of what was said, by whom, and at
what time. This way you will have a record of the event and how it was communicated. You can evaluate
your responses to better be prepared if another crisis happens in the future.
9. Stay "on the record" in all interviews. Any comment worth saying should be said, "on the record."
10. Do not say "no comment." Try to have an answer to reporters' questions. Saying "no comment" appears to
television viewers and newspaper readers that you have something to hide.
11. Respond to the news media quickly and fairly. Cooperate with reporters, be sensitive to deadlines, and
provide all reporters with the same information.
12. Keep track of media calls and requests. You will use this information later as you evaluate your crisis
communication plan and your response to the crisis.
13. In any crisis situation, follow every order, direction, or suggestion from emergency officials.
Part II During the Crisis, Communication

15. Part III After the Crisis-‐ Evaluation
1. Review why the crisis occurred. Could you have done anything to prevent the
crisis?
2. Evaluate how the crisis was handled. Was information disseminated through
one spokesperson? Were there any miscommunications?
3. Examine similar scenarios. What would you do in a similar situation in the
future? What did others do in similar situations?

16. PRS International Group Of Companies
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