This chapter discusses crisis communications and management. It defines a crisis as an event that damages an organization's finances or reputation. An incident is less severe. The chapter outlines types of crises and explains the importance of having a crisis communications plan. Such a plan should coordinate response, respond rapidly, and minimize reputational damage. It also discusses developing scenarios, teams, communication strategies, and managing media relations. Organizations should assess their crisis response and modify plans accordingly. Examples of both successful and unsuccessful crisis responses in sports are provided.

1. Chapter 10
10
Communicating inCommunicating in
Times of CrisisTimes of Crisis
C H A P T E R

2. Objectives
• Define crisis and crisis communications
• Recognize the importance of crisis readiness
• Understand how to prepare for crises
• Identify the key elements of a crisis communications
plan
• Distinguish among various crisis response strategies
• Understand how crisis responses may be assessed

3. Types of Crises
• Scandal
• Tragedy
• Illegal actions
• Terrorism
• Socially
unacceptable actions
How would you explain
the difference between a
“crisis and an “incident”?
A situation involving a publicized incident that
brings about disgrace to the
organization/athlete
A situation involving an event that is sad or
unfortunate
A situation involving inappropriate behavior
punishable by the law
A situation involving actions or attempts to
physically harm
Behavior that violates a society’s or league’s
moral code of conduct.

4. Can you think of recent examples in
sports?? Post to the discussion board.

5. Crisis Defined
A situation or occurrence with the potential to
significantly damage a sport organization’s
financial stability or credibility with constituents

6. Crisis Communications Plan
The purpose of a crisis communications plan is to
ensure that all management and staff are in a
position to contain and manage a given crisis,
that they are provided with the information they
require for a swift and effective resolution of that
crisis, and that all other affected people are
provided with factual information about the crisis
as quickly as possible.
Offers
guidanc
e

7. Rationale for Crisis Plans
• Coordinated response
• Rapid response
– Media growth has reduced the time to think
• Minimize damages to
– Reputation
– Credibility
– Financial standing

8. Crisis Communications Process
Before it happens
When it happens
While it happens happens
After it happens
Revising as neededRevising as needed

9. Forecasting Potential Crises
• Criteria
– Likelihood - consider the context of the sport. Fights
in hockey? Hooligans in football? Student athletes.
– Impact - how will it affect the organization?
• Two types of crises
– Anticipated - injuries, firings, fan behavior, arrests
– Sudden - deaths, scandals, terrorism, accidents

10. How would you classify?

11. Developing a Crisis Plan
• Plan should guide management, particularly
early on
– Traditional standard: 24 hours
– Current standard: 1 to 2 hours
“get ahead of the story”“get ahead of the story”

12. Developing a Crisis Plan
1.Ensure support for senior management
2.Involve key personnel on planning committee
3.Ensure all employees recognize their
responsibilities in regard to the plan
4.Test the plan
5.When a crisis occurs, stick to the plan

13. Key Elements of a Crisis Plan
• Crisis scenarios - what is most likely to occur?
• Initiation procedures - identify who is responsible
for initiation.
• Definition of response teams - who does what?
• Internal communication plan (e.g., call tree)
• External communication plan
– Initial media statements
– Spokesperson identification

14. Managing a Crisis
• Selection of response strategy is a key decision - Depends
on the nature of the crisis, was it out of control of the
organization? How will responsibility be assigned by the
public?
• Response postures
– Denial: when facing false rumors or unwarranted challenges
– Diminishment: when a crisis cannot be controlled by the organization -
“downplaying”
– Rebuilding: the crisis was preventable and a reputation needs
strengthening. Apology and compensation are common.
– Bolstering: complementary to other postures.
– Diversion: redirecting attention to other key stakeholders

15. Scandal
Based on what you know and can learn about the Penn State Jerry
Sandusky scandal, how well prepared do you think the University was for
this type of crisis?
What short term and long term effects do you think this has had on the
reputation of the University and the Athletic Program? What type of
response strategies did they use?

16. Managing a Crisis
(continued)
• Effective communication involves
– Determining key messages
– Choosing communication channels
• Personal communication
• Web public relations
– Dealing with the media
• Often the most challenging and difficult aspect of crisis
management

17. Dealing With the Media
• Be truthful
• Anticipate difficult questions
• Avoid “no comment”
• Avoid speculation
• Avoid “off the record” statements
• Do not promote during a crisis
(continued)

18. What strategies did Notre Dame use in
the Manti Te’o crisis?

19. Dealing With the Media
(continued)
• Do not ask media to withhold information
• Remain calm and professional
• Anticipate dealing with new media
representatives
• Track media coverage and Internet chatter

20. Assessing a Response to a Crisis
• After a crisis, management should review the
organization’s response and, if necessary,
modify the crisis communications plan.
(continued)

21. Assessing a Response to a Crisis
(continued)
• Key considerations
– Media coverage
– Consumer comments
– Sales records
– Other indicators of crisis performance

22. Scandal
Based on what you know and can learn about the Penn State Jerry
Sandusky scandal, how did this affect how PSU and other Universities
manage crisis planning?

23. Successful Responses to Crises
• Houston Astros
• Montana State University

24. Unsuccessful Responses to Crises
• Duke University
• Roger Clemens
• Terrell Owens

25. End Chapter 10