The document outlines the key points of a lecture on crisis communications. It discusses conventional approaches, including defining crises, typologies of crises, risk audits and managing the crisis process. It also examines the international dimension of crises and the roles of online communication, postmodernism and chaos theory in crisis response. Traditional approaches emphasize precision, speed and minimizing risk, while postmodern and chaos theory perspectives incorporate longer timeframes and acknowledging unofficial voices and indirect/nonlinear impacts.
introduction to business communication,types of communication,barriers in communication,guidlelines for effective communication,purpose of Communication
Crisis Communications 101: A Crash CourseMissionMode
12 major principles that will help you take charge of the next corporate crisis. Effective communications during a crisis can make the difference between quickly resolving the situation and it becoming a nightmare. This presentation covers the bases from crisis leadership and planning to social media and the press.
introduction to business communication,types of communication,barriers in communication,guidlelines for effective communication,purpose of Communication
Crisis Communications 101: A Crash CourseMissionMode
12 major principles that will help you take charge of the next corporate crisis. Effective communications during a crisis can make the difference between quickly resolving the situation and it becoming a nightmare. This presentation covers the bases from crisis leadership and planning to social media and the press.
This presentation provides a unique view of crisis communications principles. It is based on the author's many years of experience in PR and corporate communications.
Bad things happen; however, many organizations have not prepared a crisis communications plan.
How hard is it to prepare a custom crisis communications plan? What goes into a crisis communications plan? What is the difference between a crisis communications plan and an emergency action plan? What do you need to be ready for?
Answering these questions is easier now than during a crisis. This presentation outlines key things you should do to prepare for all types of potential crises and provides a simple action plan towards completing a preliminary crisis communications plan.
Crisis management in public relations bolaji okusagaBolaji Okusaga
The best of businesses, are businesses that are insulated from the erosion of value which comes with Crisis. The aviation industry is one such industry which has taken crisis as an integral part of the industry model and with the Mobil and BP Oil Spill crises, and the Shell Ogoni affair, the oil and gas industry is begining to realise that it cannot be business as usual.
This presentation is created as a part of a Marketing internship and is based on Chapter 11- 'Setting Product Strategy" from Kotler book of Marketing Management
This presentation provides a unique view of crisis communications principles. It is based on the author's many years of experience in PR and corporate communications.
Bad things happen; however, many organizations have not prepared a crisis communications plan.
How hard is it to prepare a custom crisis communications plan? What goes into a crisis communications plan? What is the difference between a crisis communications plan and an emergency action plan? What do you need to be ready for?
Answering these questions is easier now than during a crisis. This presentation outlines key things you should do to prepare for all types of potential crises and provides a simple action plan towards completing a preliminary crisis communications plan.
Crisis management in public relations bolaji okusagaBolaji Okusaga
The best of businesses, are businesses that are insulated from the erosion of value which comes with Crisis. The aviation industry is one such industry which has taken crisis as an integral part of the industry model and with the Mobil and BP Oil Spill crises, and the Shell Ogoni affair, the oil and gas industry is begining to realise that it cannot be business as usual.
This presentation is created as a part of a Marketing internship and is based on Chapter 11- 'Setting Product Strategy" from Kotler book of Marketing Management
Crisis Communication Planning And Management Powerpoint Presentation SlidesSlideTeam
Get our Crisis Communication Planning And Management PowerPoint Presentation Slides to encapsulate crisis management and communication plan. The key objectives of your crisis plan can be effectively discussed by using our readily available crisis management plan PowerPoint slide deck. Discuss the types and levels of crisis management with the help of these PPT layouts. Details about the crisis directory, risk assessment, crisis inventory, crisis communication control center, etc can be easily provided using our readily available PPT presentation. Take the assistance of this crisis communication strategy’s PPT visual, to highlight the communication plan for notifying the public along with a key message. The presentation allows you to depict crisis communication policy, crisis management steps, and evaluation form for post-crisis. Provide reliable information to avoid rumors and backlash with our content-ready PPT slideshow. Thus, Incorporate our professionally designed crisis communication planning PowerPoint presentation to communicate information about crises to the public. https://bit.ly/3i6kgQc
How social media change crisis communication - and practical advise hot to deal with those changes. A takeout of a workshop held at the Corporate Communications Forum Shanghai on December 2, 2011
Effective Crisis CommunicationChapter 1 The Conceptual FoundatEvonCanales257
Effective Crisis Communication
Chapter 1 The Conceptual Foundation
Ulmer, R., Sellnow, T., and Seeger, M. (2019). Effective crisis communication: Moving from crisis to opportunity. Sage Publications. Thousand Oaks, CA.
Importance of Crisis Communication Skills
No community, organization, public or private is immune from crises.
The need for understanding effective crisis communication has increased in demand.
Cyber attacks, public relations disasters, natural disasters, corporate, government, and private mistakes.
Because of the prevalence of crises, crisis communication skills are some of the most sought after.
Subsequent slides offer examples of crisis situations
Sports example requiring crisis communication skills
3
Business example requiring crisis communication skills
4
Government example requiring crisis communication skills
5
Political example requiring crisis communication skills
6
Natural disaster example requiring crisis communication skills
7
Defining Crisis Communication
Bad experiences are not crises
Hermann (1963) identified 3 characteristics
Surprise
Threat
Short Response Time
Traditional Definition of Crisis
Surprise
Even natural disasters such as flooding and fires do not count unless they come with an intensity that was unpredicted or beyond expectations of government officials.
Threat
Crises involve threats beyond the normal problems faced.
Can affect an organization’s financial security, customers, residents nearby, and others.
Short Response Time
Organizations must provide effective communication immediately after the initial crisis.
Difficult because in the immediate aftermath little is often known about the cause of the crisis.
Only a short window to take control and set the tone for response and recovery.
Expanding the definition of Crisis Communication
Unexpected – Could not have anticipated or planned for.
Nonroutine – Events that cannot be managed by normal procedures and often require unique or extreme measures.
Produces Uncertainty – Cannot be aware of all causes and effects and investigations and efforts to reduce uncertainty may have to continue for months or years.
Creates Opportunities – To learn, make strategic changes, grow, or develop new competitive advantages.
Threat to image, reputation, or high-priority goals – Can be intense enough to permanently damage or destroy the organization.
Types of Crises
Intentional
Terrorism
Sabotage
Workplace violence
Poor employee relationships
Poor risk management
Unethical leadership
Unintentional
Natural disasters
Disease outbreaks
Unforeseeable technical interactions
Product failure
Downturns in the economy
Types of Crises
Intentional
Terrorism
Sabotage
Workplace violence
Poor employee relationships
Poor risk management
Unethical leadership
https://www.theguardian.com/business/2015/dec/10/volkswagen-emissions-scandal-systematic-failures-hans-dieter-potsch
https://www.nytimes.com/2019/10/31/us/chicago-cps-teachers-strik ...
While there are
impressive tomes on crisis management, we still are littered with
embarrassing reminders of the recurring gap between preparation and
accomplishment. It's time to stop repeating the same mistakes when it
comes to crisis management.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
Overview on Edible Vaccine: Pros & Cons with Mechanism
Crisis Communications
1. CRISIS
COMMUNICATIONS
John Brissenden
03.02.09
Tuesday, February 10, 2009
2. TODAY’S LEARNING
OUTCOMES
To review the conventional wisdom on crisis
communications
To identify special characteristics of
international crisis communications
To consider the role of online communication,
postmodernism and of chaos theory
Tuesday, February 10, 2009
3. FURTHER READING
Tench & Yeomans (2006) Chapter 12
Seeger, M (2006) Best practices in crisis
communication: an expert panel process. Journal of
Applied Communication Research, 34 (3): 232 244
Taylor, M and Perry, D (2005) Diusion of traditional
and new media tactics in crisis communication. Public
Relations Review 31, 209-217
Tyler, L (2005) Towards a postmodern understanding
of crisis communication. Public Relations Review 31,
566-571
Seeger, M (2002) Chaos and crisis: propositions for a
general theory of crisis communication. Public
Tuesday, February 10, 2009
4. WHAT IS A CRISIS?
“A point of great dificulty or danger to
an organisation possibly threatening its
existence and continuity, that requires
decisive change.”
(Cornelissen, 2004)
Tuesday, February 10, 2009
5. MANAGEMENT FAILURE OR
ENVIRONMENTAL FORCES?
Natural, eg tsunami, hurricane
Technological, eg Mercedes-Benz A-Class
Confrontation, eg Shell and Brent Spar
Malevolence, eg Tylenol contamination
Skewed management values, eg Nick Leeson and Barings
Bank
Deception, eg deceiving employees about pension fund value
Management misconduct, eg Enron
Business and economic, eg dot com bubble
Tuesday, February 10, 2009
7. CRISIS TYPOLOGIES
“Cobra” (Seymour
Moore, 2000: 10) - “a
disaster that hits
suddenly and takes
the company
completely by surprise
and leaves it in a
crisis situation”
Tuesday, February 10, 2009
8. CRISIS TYPOLOGIES
“Cobra” (Seymour
Moore, 2000: 10) - “a
disaster that hits
suddenly and takes
the company
completely by surprise
and leaves it in a
crisis situation”
“Python” - “the slow-
burning crisis or
‘crisis creep’ - a
collection of issues
that steal up on the
Tuesday, February 10, 2009
9. KNOWN UNKNOWNS (BLACK,
1989)
Known unknown: mishaps
owing to the nature of the
organisation and its
activities, eg.
manufacturing or
processing
Unknown unknowns:
events that cannot be
predicted and that can
come about from
employees’ behaviour,
unconnected events or
Tuesday, February 10, 2009
11. KNOWN UNKNOWNS (BLACK,
1989)
“Now what is the message there? The message is that there are no
quot;knowns.quot; There are things we know that we know. There are
known unknowns. That is to say there are things that we now know
we don't know. But there are also unknown unknowns. There are
things we don't know we don't know. So when we do the best we
can and we pull all this information together, and we then say well
that's basically what we see as the situation, that is really only the
known knowns and the known unknowns. And each year, we
discover a few more of those unknown unknowns.”
US Secretary of Defense Donald Rumsfeld
Press Conference at NATO Headquarters, Brussels, Belgium, June 6,
2002
Tuesday, February 10, 2009
13. MANAGING CRISES
Cataloguing potential crisis situations (the risk audit)
Devising policies for the prevention
Formulating strategies and tactics for dealing with
each potential crisis
Identifying who will be aected by them
Devising eective communications channels to those
aected
Testing everything
Tuesday, February 10, 2009
14. MANAGING THE
PROCESS
Audience Procedure
Definition Development
Pre-emptive
action
planning
Risk Audit Training
Testing
Tuesday, February 10, 2009
15. THE RISK AUDIT
Many approaches:
What has happened to the company in the past?
What has happened to other companies in the
same industry?
What would be the impact on the bottom line of
the identified risk?
Who are the audiences or public who could be
aected?
Tuesday, February 10, 2009
16. Be prepared
Provide background
information
Manage information
flow
Agree ground rules
Be authoritative
Principles of Crisis
Keep talking
Public Relations
Say you’re sorry
Harrison, S (1995)
Ensure accuracy
Be sensitive
Learn from experience
Tuesday, February 10, 2009
17. HOW DOES THE INTERNATIONAL DIMENSION
AFFECT A CRISIS?
Time:
Do timezones work against you or for you?
Time was always short, now it’s non-existent
Place:
The home/host country divide becomes greater
Culture:
Dierent expectations, sensitivities, agendas
Interconnectedness:
Multiplies unpredictability
Tuesday, February 10, 2009
18. ONLINE COMMUNICATION
AND INTERNATIONAL CRISES
“The media and other stakeholders demand an immediate,
thorough and unqualified response from organisations.
Anything less might be seen as stonewalling.” Seeger, Sellnow
Ulmer (2001): 160
Taylor Perry (2005) identify five innovative tactics used in
crisis communication:
Dialogic communication
Connecting links
Real-time monitoring
Multi-media eects
Online chat
Tuesday, February 10, 2009
19. POSTMODERNIST
APPROACH (TYLER, 2005)
Draws on Lyotard (1984), discredits and abandons all
totalising, universalising and essentialising grand narratives
in favour of multiple, simultaneous, competing local
narratives
Draws on Derrida - the organisation as text, or a
storytelling system (Boje, 1991, 1995): “An organisational
fiction is created that everyone is supposed to accept as
true, yet which noone believes to be true.” (Bergquist, 1993)
In crisis, competing, suppressed narratives erupt to counter
the dominant narrative
Sees traditional crisis communication as motivated by need
to control, and to restore the dominant narrative
Tuesday, February 10, 2009
20. CHAOS AND CRISIS
(SEEGER, 2002)
Chaos theory emphasises:
Lack of predictability in system behaviour
Unexpected and non-linear interactions between
components
Radical departures from normal system operations
The re-emergence of order through natural self-organising
processes
The goal of chaos theory is “to achieve some level of
predictive understanding, but without relying on established
causal and deterministic patterns and models and using
broader scales, perspectives and methods.” (Seeger, 2002: 330)
Tuesday, February 10, 2009
21. CHAOS THEORY AND
CRISIS COMMUNICATION
Precise and confident predictions regarding system performance are
impossible:
Explanations and predictions are not accurate within the context of
chaotic system disruption, and may contribute to the disruption itself
Communication itself may be seen as a disruptive element:
Small variances in communication processes, message form, content,
distribution, timing or other factors may produce wide fluctuations in
systems leading to disruption
Investigations should move beyond the immediate and short-term
dynamics of crisis, to larger patterns of self-organisation, reconstitution
and renewal over extended time frames
“Increases in organisational complexity require quite significant increases
in information flow, communication and cooordination.” (Comfort, et al,
2001) Extending the timeframe of analysis may reveal a more
comprehensive role for communication and public relations
Tuesday, February 10, 2009
26. Precision
Speed
Minimise risk
Traditional
Tuesday, February 10, 2009
27. Precision
Speed
Minimise risk
Traditional
Postmodern
Tuesday, February 10, 2009
28. Precision
Speed
Minimise risk
Traditional
Postmodern
Tuesday, February 10, 2009
29. Precision
Speed
Minimise risk
Traditional
Postmodern
Tuesday, February 10, 2009
30. Precision
Speed
Minimise risk
Traditional
Postmodern
Tuesday, February 10, 2009
31. Precision
Speed
Minimise risk
Traditional
Prioritise
victims
Admit “unofficial”
voices
Postmodern
Tuesday, February 10, 2009
32. Precision
Speed
Minimise risk
Traditional
Prioritise
victims
Admit “unofficial”
voices
Postmodern
Tuesday, February 10, 2009
33. Precision
Speed
Minimise risk
Traditional
Prioritise
victims
Admit “unofficial”
voices
Postmodern
Chaos
Tuesday, February 10, 2009
34. Precision
Speed
Minimise risk
Traditional
Prioritise
victims
Admit “unofficial”
voices
Postmodern
Chaos
Tuesday, February 10, 2009
35. Precision
Speed
Minimise risk
Traditional
Prioritise
victims
Admit “unofficial”
voices
Postmodern
Chaos
Tuesday, February 10, 2009
36. Precision
Speed
Minimise risk
Traditional
Prioritise
victims
Admit “unofficial”
voices
Postmodern
Change conceptual
frame of prediction
Longer time frame
Embrace risk
Identify non-linear and indirect
sources of disruption and
recovery
Chaos
Tuesday, February 10, 2009
37. Precision
Speed
Minimise risk
Traditional
Prioritise
victims
Admit “unofficial”
voices
Postmodern
Change conceptual
frame of prediction
Longer time frame
Embrace risk
Identify non-linear and indirect
sources of disruption and
recovery
Chaos
Tuesday, February 10, 2009
38. Precision
Speed
Minimise risk
Traditional
Prioritise
victims
Admit “unofficial”
voices
Postmodern
Change conceptual
frame of prediction
Longer time frame
Embrace risk
Identify non-linear and indirect
sources of disruption and
recovery
Chaos
Tuesday, February 10, 2009
Editor's Notes
Note the links with the importance of understanding the publics and their communication needs
Procedure development: choose a cm team, clear responsibilities at planning stage and at time of crisis
Probably include md, head of pr, press officers, finance department rep, switchboard, etc…
Draw up plan that can be used when required – should be clear and easily understood, flexible
Should meet and review regularly, update contacts
Process is continual
Once completed, prioritise
Very simplistic
Can all crises be dealt with in the same way?
A backlash in pr thinking with regard to how crises can be handled strategically.