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Lost Missiles, Lost Messages

                  Conclusions



  A supplement to a presentation on crisis communication
                   http://bit.ly/AD9xya
Crisis Communication
 • AFDD 2-5.3 emphasizes the important
   relationship between the Air Force and its
   stakeholders
    – Communication efforts bolster those relationships
    – Openness and transparency are necessary
 • In this case, policy got in the way of openness
    – “Neither confirm nor deny”
 • Crisis communication plan should account for
   conflicts in policies
    – Practicing crisis management scenarios would identify
      this conflict
Capabilities for Crisis Communication
  • In a crisis, normal rules no longer apply
    – Adaptability is required
  • HRO concept
    – Deference to expertise
       • Did leaders listen to recommendations from AFDD 2-5.3?
    – Decentralized decision-making authority
       • Who was choosing the key messages?
    – Evidence of organizational learning
       • Air Force got out ahead of the Taiwan incident
Effects on Air Force
  • Highest-ranking leaders fired
  • Strained relationship with key stakeholder
    groups
    – Congressional leaders
    – Local citizens/general public
  • Procedural changes implemented
  • Elite certifications revoked
  • Heightened media scrutiny
Discussion
 • Could an effective crisis communication plan
   have prevented any of these adverse
   outcomes?

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Conclusions

  • 1. Lost Missiles, Lost Messages Conclusions A supplement to a presentation on crisis communication http://bit.ly/AD9xya
  • 2. Crisis Communication • AFDD 2-5.3 emphasizes the important relationship between the Air Force and its stakeholders – Communication efforts bolster those relationships – Openness and transparency are necessary • In this case, policy got in the way of openness – “Neither confirm nor deny” • Crisis communication plan should account for conflicts in policies – Practicing crisis management scenarios would identify this conflict
  • 3. Capabilities for Crisis Communication • In a crisis, normal rules no longer apply – Adaptability is required • HRO concept – Deference to expertise • Did leaders listen to recommendations from AFDD 2-5.3? – Decentralized decision-making authority • Who was choosing the key messages? – Evidence of organizational learning • Air Force got out ahead of the Taiwan incident
  • 4. Effects on Air Force • Highest-ranking leaders fired • Strained relationship with key stakeholder groups – Congressional leaders – Local citizens/general public • Procedural changes implemented • Elite certifications revoked • Heightened media scrutiny
  • 5. Discussion • Could an effective crisis communication plan have prevented any of these adverse outcomes?