This document provides an overview of crisis communication protocols and best practices. It defines what constitutes an organizational crisis and differentiates crises from risks, disasters, and emergencies. The document outlines the typical stages of a crisis and emphasizes the importance of preparation, even for unplanned crises. It provides guidance on responding quickly while prioritizing accuracy over speed and discusses misconceptions around crisis communication. Finally, it compares crisis protocols to plans and provides elements that make for an effective protocol.

1. Bob “Pritch” Pritchard, APR, Fellow PRSA
Kyle Golding, CEO / Chief Strategic Idealist
The Golding Group

2. Basic Definition of a Crisis
Surprise
Threat
Short Response Time

3. Basic Definition of a Crisis
An organizational crisis is a specific, unexpected and non-
routine event or series of events that create high levels of
uncertainty and simultaneously present an organization with
both opportunities for and threats to its high-priority goals.
Ulmer, Sellnow, Seeger (2019). Effective Crisis Communication: Moving from Crisis to Opportunity

4. Key Components of a Working Definition
Unexpected
Non-routine
Produces uncertainty
Creates opportunities
Threat to image, reputation or high-priority goals

5. Differentiating
Risk
Crisis
Disaster
Emergency

6. Defining the Environment
Two Types of Crisis - Planned and Unplanned

7. Planned Crisis
Sufficient notice to enable planning
Have some control over timing of release
Can usually rally the right resources

8. Unplanned Crises
Little or no warning
No control over timing
“Go with what you have”

9. Stages of a Crisis
Initial reports (1)
Lack of reliable information
High state of confusion

10. Stages of a Crisis
First reports (2)
Demands for action
Search for details/witnesses

11. Stages of a Crisis
Sustainment (3)
Second Guessing
Causes/victims
Urban myth/conspiracy theories

12. Stages of a Crisis
Milestones (4)
Investigation/Charges/Indictments

13. Stages of a Crisis
Anniversary (5)

14. Basic Truths
The door always blows off at 1600…on Friday*
Bad news, unlike a fine wine, does NOT get better with age
Success is not totally dependent on natural talent

15. Timing is Everything
(Responses, that is)
In General – Respond within one hour (if you can)
Long enough to enable fact gathering
Short enough to still be relevant

16. Timing is Everything
But what about the speed of Social Media?
Haters always show up first
Give your supporters time to fight for you
Ensure you give an official response

17. Basic Truths (2)
Preparation for even unplanned crises starts well before the
accident/incident
Time spent preparing today…in the calm…pays off
in the heat of the fray
No matter how prepared you are…you will ALWAYS be surprised

18. Precursors for Success (1)
Know your organization: be credible
Know the news media and the art of communication
Know your boss: Vision, Goals, Priorities
Establish a good network within your organization

19. Precursors for Success (2)
Stay ahead of the aircraft: Anticipate and plan ahead
Follow-through
Attention to detail
The more people you communicate with the better

20. Precursors for Success (3)
Give your boss the bad news early
Keep your network humming with helpful information
Take care of your people: Be a leader
Feed your boss, so she can feed her boss

21. Precursors for Success (4)
Be the “No!” person
Don’t be afraid to say “But, Sir!”
Find the time to train…that includes your Boss
Focus on solving the problem…not the problem itself

22. The Basics (1)
The door always blows off at 1600…on Friday!*
Go ugly early!
The first report is always wrong …
the worse the report, the more wrong it is!

23. The Basics (2)
If we don’t tell our side, who will?
Don’t ever “Spin”
Avoid, at all cost, the perception
that you are covering up ANYTHING

24. The Basics (3)
You can’t “jump-start” a dead press relationship…
pour on the energy early

25. The Basics (3)
There is no such thing as a timely wrong answer… you will be
remembered for your inaccuracy, not your good intentions

26. The Basics (4)
Wrong answers move at the speed of light…
corrections move glacially
While you’re worrying about the little things,
don’t forget the big things
We have more to fear from media ignorance than media malice

27. Some Specific Guidelines (1)
Talk from the viewpoint of the publics interest, not the
organization’s
Speak in personal terms whenever possible
If you do not want some statement quoted, do not make it
State the most important fact at the beginning

28. Some Specific Guidelines (2)
Do not argue with the reporter or lose your cool
If a question contains offensive language or simply words you do
not like, do not repeat them even to deny them
If the reporter asks a direct question, give an equally direct answer

29. Some Specific Guidelines (3)
If you don’t know the answer, say so…then say “
…but I’ll find out and get back to you.”
If you can’t answer the question, say so and tell the reporter why

30. Some Specific Guidelines (3)
Tell the truth, even if it hurts
Do not exaggerate the facts

31. Misconceptions Associated with Crisis
Communications
Crisis builds character

32. Misconceptions Associated with Crisis
Communications
Crisis does not have any positive value

33. Misconceptions Associated with Crisis
Communications
Crisis communication is about assigning blame and responsibility
(on others)

34. Misconceptions Associated with Crisis
Communications
Crisis communication is solely about getting information to
stakeholders

35. Misconceptions Associated with Crisis
Communications
Crisis communication involves taking a rigid and defensive stance

36. Misconceptions Associated with Crisis
Communications
Crisis communication is about enacting elaborate prefabricated
crisis plans

37. Misconceptions Associated with Crisis
Communications
Crisis communication is about over-reassuring the public about the
impact of the crisis to avoid panic

38. Misconceptions Associated with Crisis
Communications
Crisis communication is about communicating only when new
information is available

39. Misconceptions Associated with Crisis
Communications
Crisis communication is primarily about managing the image or
reputation of an organization

40. Misconceptions Associated with Crisis
Communications
Crisis communication involves spinning the facts surrounding the crisis

41. Navigating a Crisis Quick and Efficient
Hint: The crisis plan is dead!

42. Definition of Protocol
pro•to•col
n.
1. The customs and regulations dealing with diplomatic, formality, precedence and etiquette
2. An original draft, minute or recording from which a document, esp. a treaty, is prepared
3. A supplementary international agreement
4. An agreement between states
5. An annex to a treaty giving data related to it
6. A plan for carrying out a scientific study or a patient’s treatment regimen
7. A set of rules governing the format of messages that are exchanged between computers
v.i.
8. to draft or issue a protocol

43. Protocol v. Plan
Protocol – Framework outlining processes and procedures
Does not describe how to respond, but why, where, when and by
whom information is provided and disseminated
Focus on process obviates need to cover every eventuality
Streamlines response effort
Provides increased autonomy
Identifies training needs

44. Protocol v. Plan
Plan: Step-by-step instructions
Focuses on how to respond
Doesn’t provide perspective
Can’t cover all eventualities
Obsolete as soon as written

45. Protocol v. Plan
What Constitutes a Good Protocol?
Clearly documented lines of accountability
Clarity
Brevity
Incorporates organizational values

46. Elements of a Protocol
Intro
Guiding principles
Crisis Management Team procedures
Establishing a communications command post
Individual unit procedures

47. Ancillary Elements
Crisis team contact information
Emergency contact resources
Equipment locations (A.E.D., etc.)
Building information
Individual incident and unit checklists

48. Group Discussion
(Think, Pair, Share)
What types of incidents can you anticipate?
List 3-4 basic philosophical tenants of your protocol.
What individual units are likely to be involved?
What information should those units provide?

49. Group Activity
Using the provided template, begin to create
a protocol and content outline for your individual branch.

50. Group Feedback
Swap your draft protocol with another group
Discuss the other group’s protocol and provide feedback

51. Have ???s - Contact Us.
The Golding Group
Bob “Pritch” Pritchard, APR, Fellow PRSA
Kyle Golding, CEO / Chief Strategic Idealist
Growth@TheGoldingGroup.com
This presentation: bit.ly/CrisisCommProtocol