Risk, Disaster & humanitarian Communication - Midterm.docx
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Risk, Disaster & humanitarian Communication
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Effective Crisis CommunicationChapter 3 Lessons on Effective C
Effective Crisis Communication
Chapter 3 Lessons on Effective Crisis Communication
Ulmer, R., Sellnow, T., and Seeger, M. (2019). Effective crisis communication: Moving from crisis to opportunity. Sage Publications. Thousand Oaks, CA.
Lesson 1 Determining your Goals
Often broad statements that help guide
Could be to reduce the impact of the crisis
Keep the organization’s image intact or maintain customers
Helps reduce uncertainty during crises
Linking to organizational values helps harmonize
Important to determine, rank, and identify potential obstacles to goals.
Lesson 2
Develop True, Equal Partnerships with Organizations and Groups that are important…
Partnerships defined “Equal communication relationships with groups or organizations that have an impact on an organization”
Established through honest and open dialogue
Partners may be advocates for or antagonists against
Effective partnering begins before crisis occurs.
Establish relationships with stakeholders before!
Lesson 3
Acknowledge your stakeholders as partners when managing crises
Stakeholders are external and internal groups that can have an impact.
Effective strategies include making a list of potential stakeholders.
Employees
Competitors
Creditors
Consumers
Government Agencies
Community
Activist Groups
Media
Lesson 4
Develop Strong, Positive Relationships with Primary and Secondary Stakeholders
Primary – Those most important to success and interact with most often.
Secondary – Key groups that do not play an active role but are still important to success.
Types
Positive – Both listen, understand, and communicate with each other
Negative – Antagonistic relationship, not open to listening or communicating
Ambivalent – No true partnership, each work with each other, but no one listens
Nonexistent – Organization is not aware of stakeholder and does not communicate
Lesson 4
Develop Strong, Positive Relationships with Primary and Secondary Stakeholders
Communicating with underrepresented groups
Culture-Neutral Approach: Everyone acts on and accesses CC information in similar manners.
Problem - Not everyone had a car to evacuate Hurricane Katrina
Culturally-Sensitive Approach: Messages should be tailored to the cultural characteristics of groups.
Person, Place, Time, Occasion, Literacy Level, and Message to name a few
Culturally-Centered Approach: Most appropriate – Includes underrepresented groups in the process.
Means partnerships must happen.
Lesson 5
Effective CC means listening to stakeholders
First mistake is to attempt to engineer consent through spin.
Get the information out, but then make time to listen to concerns.
Public Information Sessions
Q&A
Public meetings can become difficult.
Vocalized anger must be acknowledged and legitimized.
Once you have listened, then determine which audiences to focus on and how to address their concerns.
Lesson 6
Communicate early, Acknowledge uncertainty, Assure the public you will keep communicating
Communicate Early and Oft ...
navigating-chaos-mastering-crisis-communication-and-its-undeniable-importance...
crisis communication in crisis management
CIS 349 Info Tech Audit and Control· Assignment 1 Designing F.docx
CIS 349 Info Tech Audit and Control
· Assignment 1: Designing FERPA Technical Safeguards
Due Week 2 and worth 100 points
Imagine you are an Information Security consultant for a small college registrar’s office consisting of the registrar and two (2) assistant registrars, two (2) student workers, and one (1) receptionist. The office is physically located near several other office spaces. The assistant registrars utilize mobile devices over a wireless network to access student records, with the electronic student records being stored on a server located in the building. Additionally, each registrar’s office has a desktop computer that utilizes a wired network to access the server and electronic student records. The receptionist station has a desktop computer that is used to schedule appointments, but cannot access student records. In 1974, Congress enacted the Family Educational Rights and Privacy Act (FERPA) to help protect the integrity of student records. The college has hired you to ensure technical safeguards are appropriately designed to preserve the integrity of the student records maintained in the registrar’s office.
Write a three to five (3-5) page paper in which you:
1. Analyze proper physical access control safeguards and provide sound recommendations to be employed in the registrar’s office.
2. Recommend the proper audit controls to be employed in the registrar’s office.
3. Suggest three (3) logical access control methods to restrict unauthorized entities from accessing sensitive information, and explain why you suggested each method.
4. Analyze the means in which data moves within the organization and identify techniques that may be used to provide transmission security safeguards.
5. Use at least three (3) quality resources in this assignment. Note: Wikipedia and similar Websites do not qualify as quality resources.
Your assignment must follow these formatting requirements:
. Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions.
. Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length.
The specific course learning outcomes associated with this assignment are:
. Describe the role of information systems security (ISS) compliance and its relationship to U.S. compliance laws.
. Use technology and information resources to research issues in security strategy and policy formation.
. Write clearly and concisely about topics related to information technology audit and control using proper writing mechanics and technical style conventions.
Questions CHP1
1. Discuss Fink’s four stages of a crisis by describing what happened at each stage of a crisis that has been in the public eye recently or ...
Recommended
Effective Crisis CommunicationChapter 3 Lessons on Effective C
Effective Crisis Communication
Chapter 3 Lessons on Effective Crisis Communication
Ulmer, R., Sellnow, T., and Seeger, M. (2019). Effective crisis communication: Moving from crisis to opportunity. Sage Publications. Thousand Oaks, CA.
Lesson 1 Determining your Goals
Often broad statements that help guide
Could be to reduce the impact of the crisis
Keep the organization’s image intact or maintain customers
Helps reduce uncertainty during crises
Linking to organizational values helps harmonize
Important to determine, rank, and identify potential obstacles to goals.
Lesson 2
Develop True, Equal Partnerships with Organizations and Groups that are important…
Partnerships defined “Equal communication relationships with groups or organizations that have an impact on an organization”
Established through honest and open dialogue
Partners may be advocates for or antagonists against
Effective partnering begins before crisis occurs.
Establish relationships with stakeholders before!
Lesson 3
Acknowledge your stakeholders as partners when managing crises
Stakeholders are external and internal groups that can have an impact.
Effective strategies include making a list of potential stakeholders.
Employees
Competitors
Creditors
Consumers
Government Agencies
Community
Activist Groups
Media
Lesson 4
Develop Strong, Positive Relationships with Primary and Secondary Stakeholders
Primary – Those most important to success and interact with most often.
Secondary – Key groups that do not play an active role but are still important to success.
Types
Positive – Both listen, understand, and communicate with each other
Negative – Antagonistic relationship, not open to listening or communicating
Ambivalent – No true partnership, each work with each other, but no one listens
Nonexistent – Organization is not aware of stakeholder and does not communicate
Lesson 4
Develop Strong, Positive Relationships with Primary and Secondary Stakeholders
Communicating with underrepresented groups
Culture-Neutral Approach: Everyone acts on and accesses CC information in similar manners.
Problem - Not everyone had a car to evacuate Hurricane Katrina
Culturally-Sensitive Approach: Messages should be tailored to the cultural characteristics of groups.
Person, Place, Time, Occasion, Literacy Level, and Message to name a few
Culturally-Centered Approach: Most appropriate – Includes underrepresented groups in the process.
Means partnerships must happen.
Lesson 5
Effective CC means listening to stakeholders
First mistake is to attempt to engineer consent through spin.
Get the information out, but then make time to listen to concerns.
Public Information Sessions
Q&A
Public meetings can become difficult.
Vocalized anger must be acknowledged and legitimized.
Once you have listened, then determine which audiences to focus on and how to address their concerns.
Lesson 6
Communicate early, Acknowledge uncertainty, Assure the public you will keep communicating
Communicate Early and Oft ...
navigating-chaos-mastering-crisis-communication-and-its-undeniable-importance...
crisis communication in crisis management
CIS 349 Info Tech Audit and Control· Assignment 1 Designing F.docx
CIS 349 Info Tech Audit and Control
· Assignment 1: Designing FERPA Technical Safeguards
Due Week 2 and worth 100 points
Imagine you are an Information Security consultant for a small college registrar’s office consisting of the registrar and two (2) assistant registrars, two (2) student workers, and one (1) receptionist. The office is physically located near several other office spaces. The assistant registrars utilize mobile devices over a wireless network to access student records, with the electronic student records being stored on a server located in the building. Additionally, each registrar’s office has a desktop computer that utilizes a wired network to access the server and electronic student records. The receptionist station has a desktop computer that is used to schedule appointments, but cannot access student records. In 1974, Congress enacted the Family Educational Rights and Privacy Act (FERPA) to help protect the integrity of student records. The college has hired you to ensure technical safeguards are appropriately designed to preserve the integrity of the student records maintained in the registrar’s office.
Write a three to five (3-5) page paper in which you:
1. Analyze proper physical access control safeguards and provide sound recommendations to be employed in the registrar’s office.
2. Recommend the proper audit controls to be employed in the registrar’s office.
3. Suggest three (3) logical access control methods to restrict unauthorized entities from accessing sensitive information, and explain why you suggested each method.
4. Analyze the means in which data moves within the organization and identify techniques that may be used to provide transmission security safeguards.
5. Use at least three (3) quality resources in this assignment. Note: Wikipedia and similar Websites do not qualify as quality resources.
Your assignment must follow these formatting requirements:
. Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions.
. Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length.
The specific course learning outcomes associated with this assignment are:
. Describe the role of information systems security (ISS) compliance and its relationship to U.S. compliance laws.
. Use technology and information resources to research issues in security strategy and policy formation.
. Write clearly and concisely about topics related to information technology audit and control using proper writing mechanics and technical style conventions.
Questions CHP1
1. Discuss Fink’s four stages of a crisis by describing what happened at each stage of a crisis that has been in the public eye recently or ...
Survive the Unthinkable Through Crisis PlanningWhat is a Crisis.docx
Survive the Unthinkable Through Crisis Planning
What is a Crisis?
A crisis is a situation that has reached an extremely difficult or dangerous point.
A crisis is an event, revelation, allegation or set of circumstances which threatens the integrity, reputation, or survival of an individual or organization.
Crisis management means
· having a plan in place,
· having identified who will do what,
· and having practiced the plan for most conceivable events.
No organization can just "wing it."
You need to develop a crisis management plan.
You need to develop variations of the plan to cover any emergency your company might be expected to encounter.
The goal of the plan itself is to ensure your people have the tools to get the crisis under control as quickly as possible to minimize the damage.
It's about Proactive vs. Reactive
Crisis Communications Planning is the process of managing the strategy, messages, timing and distribution channels necessary to communicate effectively with the media, employees, core constituencies, clients, customers and stake holders.
The focus of the crisis communications function is to facilitate the rapid de-escalation of the crisis through timely and effective communications methods.
Observe, Orient, Decide, and Act
The idea behind success, in a dogfight, a business situation, or a crisis, is to complete loops of decision making that are faster than those around you, such as your adversaries.
We want to shorten the life cycle of our decisions without increasing the failure rate of the decisions made.
If we have no preparation, if we don't take into account all the elements of the environment, including the possibilities of problems that haven't occurred but may, then we are
· either too slow in our decisions to be careful, and this allows the other guy to do things faster and thus better than us,
· or we are either too hasty in our decisions, and this leads to costly errors.
For crisis communication, preparation guarantees orientation
· In a crisis, you job is not to minimize the stockholder expense, it is to maximize the company's chances of survival. You need to limit the cost, but also you need to limit the damage to the company's reputation and credibility.
· You need to react as quickly as a crisis breaks.
· By acting quickly, and doing immediately the things you are eventually have to do anyway, you maximize your chances of staying ahead of events where you have some chance to influence the story.
What's the DEAL?
An effective crisis communications plan should:
· Define response strategies that can be implemented when a crisis occurs;
· Assign crisis communications resources and responsibilities;
· Enable you to reach target audiences with key messages, and
· Launch public information and media relations campaigns immediately during a crisis.
In a crisis tell it all, tell it fast and tell the truth.
Other things to remember:
· Never try to lie, deny or hide your involv.
Crisis Management for Terror Related Events
New guidance from the CIPR and the Government's Centre for the Protection of National Infrastructure (CPNI) offers best practice guidance for communications professionals on the preparation and management of threats from hostile actors. More: https://newsroom.cipr.co.uk/cipr-and-uk-government-publish-terrorism-crisis-management-guidance/preview/db0ae1f554fad89e9ffdbe8dc16b616af3dc3011
Mass Media Communication in Crisis Situations[1].pdf
In a crisis situation, the way we communicate can be vital to the success or failure of our response. Mass media communication is one of the most effective ways to quickly get the message out and manage a crisis.
Strategies for Negotiation & Conflict Resolution Dr. Janice Ba.docx
Strategies for Negotiation & Conflict Resolution
Dr. Janice Barrett
Notes onCrisis Management and Conflict Resolution
Defining a crisis: An event that brings, or has the potential for bringing, an organization and its leaders into disrepute and imperil the organization’s future profitability, reputation, growth and possibly its very survival.
Financial measures of a crisis: bankruptcy, drop in sales, boycotts, loss of valuable employees etc.
Tarnished reputation results: the erosion of a company’s reputation in the eyes of its many stakeholders and the general public --- the worth of an entire organization can be endangered as a consequence.
Characteristics of a crisis:
Suddenness
Uncertainty
Time compression
The seven types of crises:
1. nature (natural disasters such as earthquakes, hurricanes, floods)
2. technology (oil spills, nuclear reactor accidents)
3. confrontation (equal rights, strikes)
4. malevolence (terrorists, disinformation)
5. skewed values (fraud, cheating, embezzlement)
6. deception (withholding information, lying, deceptive products)
7. misconduct (illegal or criminal acts).
Essentials of a contingency plan: Contingency planning involves formulating responses to crises before they occur. The essentials of a contingency plan include: anticipating what might happen, searching for preventative and preparatory measures, and drafting appropriate responses to those situations most likely to occur or whose impact is greatest.
Other, more specific elements are: Identify all potential contingencies and areas of vulnerability, examine specific vulnerabilities, review general vulnerabilities based on the organization’s “public nature”, establish crisis thresholds and assign crisis alert responsibilities, organize and train a crisis management team and establish a crisis communications center, Obtain advanced approvals for contingency plan measures, list and prioritize publics that must be informed, prepare a crisis media list and background press materials, and designate and train spokespersons.
The most important tasks are: Identifying risks, ranking those risks in a matrix based on relative impact as compared to probability of occurrence, and finally creating plans to eliminate or mitigate the impact of the most impactful and highest probable incidents. Every crisis cannot be planned for; there are simply not enough resources to do so. However, high impact, and high probability risks can be eliminated, or at least mitigated by proper planning and management.
The essentials of a contingency plan include: anticipating what might happen, searching for preventative and preparatory measures, and drafting appropriate responses to those situations most likely to occur or whose impact is greatest. Other, more specific elements are: Identify all potential contingencies and areas of vulnerability, examine specific vulnerabilities, review general vulnerabilities based on the organization’s “public nature”, establ.
Effective Crisis CommunicationChapter 5 – 10 Lessons on Managi
Effective Crisis Communication
Chapter 5 – 10 Lessons on Managing Crisis Uncertainty Effectively
Ulmer, R., Sellnow, T., and Seeger, M. (2019). Effective crisis communication: Moving from crisis to opportunity. Sage Publications. Thousand Oaks, CA.
Defining Uncertainty
Uncertainty – The inability to predict the future.
Lack of Information
Complexity of Information
Quality of Information
Crises create EPISTEMOLOGICAL and ONTOLOGICAL uncertainty.
Epistemological – Uncertainty from lack of knowledge.
Ontological – Uncertainty from a new future created by crisis – The future has little to no relationship with the past.
Lessons 1 - 3
Crises Can Start Quickly and Unexpectedly
Shouldn’t respond with routine solutions
The threat is perceptual
Lesson 4
Communicate Early and Often Regardless of Having Information or Not!
Because of uncertainty, accurate info is not there for stakeholders.
Effective strategies include making a list of potential questions.
What happened?
Who is responsible?
Why did it happen?
Who is affected?
What should we do?
Who can we trust?
What should we say?
How should we say it?
Lesson 5
Ethical Ambiguity During Crises
Organizations should not purposely heighten the ambiguity of a crisis to deceive or distract the public
Ambiguity is “an ongoing stream that supports several different interpretations at the same time”, Weick (1995)
Ethical when – uses unbiased data to inform and contribute to the complete understanding
Unethical when – using biased or incomplete information to deceive
Lesson 6
Be prepared to defend your interpretation of the evidence surrounding a crisis
Lesson 7
Without good intentions prior to a crisis, recovery is difficult or impossible
Questions of Evidence
Questions of Intent
Questions of Responsibility
Lesson 8
If you believe you are not responsible, you need to build a case for who is
Lesson 9
Organizations need to prepare through simulations and training
Crises thrust people into unfamiliar roles.
Crisis demands can bring structures to their knees.
Organizations should train and prepare for crises.
Lesson 10
Crises challenge the way organizations think about and conduct their business
Crises create “Cosmology Episodes” – disorienting experiences in which beliefs and sensemaking structures are hampered. Weick (1993)
They can change how we think about the world.
Organizations and Stakeholders need information to reduce uncertainty.
Organizations in crisis often stonewall
Stakeholders are left wondering if they will get information needed to protect themselves
Media speculates
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.
Cyb ...
6. slide share ppt on role of pr in crisis communication
slide share Presentation on role of PR/CC in crisis management
Crisis Management and Communications by W. Timothy Coombs, P.docx
Crisis Management and Communications
by W. Timothy Coombs, Ph.D
October 30, 2007
Introduction
Crisis management is a critical organizational function. Failure can result in serious harm to stakeholders, losses
for an organization, or end its very existence. Public relations practitioners are an integral part of crisis
management teams. So a set of best practices and lessons gleaned from our knowledge of crisis management
would be a very useful resource for those in public relations. Volumes have been written about crisis
management by both practitioners and researchers from many different disciplines making it a challenge to
synthesize what we know about crisis management and public relations’ place in that knowledge base. The best
place to start this effort is by defining critical concepts.
Definitions
There are plenty of definitions for a crisis. For this entry, the definition reflects key points found in the various
discussions of what constitutes a crisis. A crisis is defined here as a significant threat to operations that can have
negative consequences if not handled properly. In crisis management, the threat is the potential damage a crisis
can inflict on an organization, its stakeholders, and an industry. A crisis can create three related threats: (1)
public safety, (2) financial loss, and (3) reputation loss. Some crises, such as industrial accidents and product
harm, can result in injuries and even loss of lives. Crises can create financial loss by disrupting operations,
creating a loss of market share/purchase intentions, or spawning lawsuits related to the crisis. As Dilenschneider
(2000) noted in The Corporate Communications Bible, all crises threaten to tarnish an organization’s reputation.
A crisis reflects poorly on an organization and will damage a reputation to some degree. Clearly these three
threats are interrelated. Injuries or deaths will result in financial and reputation loss while reputations have a
financial impact on organizations.
Effective crisis management handles the threats sequentially. The primary concern in a crisis has to be public
safety. A failure to address public safety intensifies the damage from a crisis. Reputation and financial concerns
are considered after public safety has been remedied. Ultimately, crisis management is designed to protect an
organization and its stakeholders from threats and/or reduce the impact felt by threats.
Crisis management is a process designed to prevent or lessen the damage a crisis can inflict on an organization
and its stakeholders. As a process, crisis management is not just one thing. Crisis management can be divided
into three phases: (1) pre-crisis, (2) crisis response, and (3) post-crisis. The pre-crisis phase is concerned with
prevention and preparation. The crisis response phase is when management must actually respond to a crisis.
The post-crisis phase looks for ways to better prepare for the next.
Introduce your presentation here. 1Use the design .docx
Introduce your presentation here.
1
Use the design tab to find a subtle background. Use a font color that is easily read against
the background color. Use the new slide feature on the home tab to insert a new slide.
Choose the type of slide that is needed. The most common slides are the Title Content and
the Two Content. They will automatically include the heading and the section for the
bullets.
2
Be sure to use a heading that explains what is contained on the slide. Use the same font
sizes throughout the presentation. If you use 48 pt. font for this heading, use it for all of the
headings. The same goes for the bullet points.
3
The details of the presentation will appear in the notes section. This is where the narrative
of the live presentation would be if you were going to present this to an audience. Be sure
to explain what is included on the slide. Place in-text citations in the notes if source
information is used (Sample, 2016).
4
Most presentations should include graphics of some kind. These can include images,
graphs, charts, or SmartArt.
5
SmartArt Images can be used to show different types of information. SmartArt can be
found on the Insert tab. There are various styles of graphics that display information in
different ways.
6
Include references on a separate slide. The font on this slide can be smaller to fit the
references. This font is 24 pt.
7
1
If you would like to add your script or additional information in the notes section, you can
add it here. Make sure to include citations for any outside material (Howard, n.d.).
2
3
4
5
PowerPoint BasicsAPA for Power Point
MSE 6301, Risk Management 1
Course Learning Outcomes for Unit III
Upon completion of this unit, students should be able to:
2. Examine the risk that disasters present to the community and responders.
2.1 Determine a community's vulnerability for a disaster.
3. Assess emergency planning strategies aimed to reduce risk.
3.1 Determine methods for gathering local, state, and federal officials together for planning
purposes.
3.2 Discuss the integration of a recovery operations plan into the main part of an emergency
operations plan.
3.3 Identify mitigation strategies that can address risk reduction in your community.
Course/Unit
Learning Outcomes
Learning Activity
2.1
Unit Lesson
Chapter 4
Unit III PowerPoint Presentation
3.1
Unit Lesson
Chapter 4
Unit III PowerPoint Presentation
3.2
Unit Lesson
Chapter 4
Unit III PowerPoint Presentation
3.3
Unit Lesson
Chapter 4
Unit III PowerPoint Presentation
Reading Assignment
Chapter 4: Disaster Response and Recovery
Unit Lesson
Major disasters often lead to positive outcomes for emergency management and lessons learned from
decision making that took place during the disaster. Failures in response and recovery efforts in disasters
such as Hurricane Katrina and some of the past California wildfires lead to.
Public Relations plan for the BA communication program of BPSU.docx
Public Relations plan for the BA communication program of BPSU
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Survive the Unthinkable Through Crisis PlanningWhat is a Crisis.docx
Survive the Unthinkable Through Crisis Planning
What is a Crisis?
A crisis is a situation that has reached an extremely difficult or dangerous point.
A crisis is an event, revelation, allegation or set of circumstances which threatens the integrity, reputation, or survival of an individual or organization.
Crisis management means
· having a plan in place,
· having identified who will do what,
· and having practiced the plan for most conceivable events.
No organization can just "wing it."
You need to develop a crisis management plan.
You need to develop variations of the plan to cover any emergency your company might be expected to encounter.
The goal of the plan itself is to ensure your people have the tools to get the crisis under control as quickly as possible to minimize the damage.
It's about Proactive vs. Reactive
Crisis Communications Planning is the process of managing the strategy, messages, timing and distribution channels necessary to communicate effectively with the media, employees, core constituencies, clients, customers and stake holders.
The focus of the crisis communications function is to facilitate the rapid de-escalation of the crisis through timely and effective communications methods.
Observe, Orient, Decide, and Act
The idea behind success, in a dogfight, a business situation, or a crisis, is to complete loops of decision making that are faster than those around you, such as your adversaries.
We want to shorten the life cycle of our decisions without increasing the failure rate of the decisions made.
If we have no preparation, if we don't take into account all the elements of the environment, including the possibilities of problems that haven't occurred but may, then we are
· either too slow in our decisions to be careful, and this allows the other guy to do things faster and thus better than us,
· or we are either too hasty in our decisions, and this leads to costly errors.
For crisis communication, preparation guarantees orientation
· In a crisis, you job is not to minimize the stockholder expense, it is to maximize the company's chances of survival. You need to limit the cost, but also you need to limit the damage to the company's reputation and credibility.
· You need to react as quickly as a crisis breaks.
· By acting quickly, and doing immediately the things you are eventually have to do anyway, you maximize your chances of staying ahead of events where you have some chance to influence the story.
What's the DEAL?
An effective crisis communications plan should:
· Define response strategies that can be implemented when a crisis occurs;
· Assign crisis communications resources and responsibilities;
· Enable you to reach target audiences with key messages, and
· Launch public information and media relations campaigns immediately during a crisis.
In a crisis tell it all, tell it fast and tell the truth.
Other things to remember:
· Never try to lie, deny or hide your involv.
Crisis Management for Terror Related Events
New guidance from the CIPR and the Government's Centre for the Protection of National Infrastructure (CPNI) offers best practice guidance for communications professionals on the preparation and management of threats from hostile actors. More: https://newsroom.cipr.co.uk/cipr-and-uk-government-publish-terrorism-crisis-management-guidance/preview/db0ae1f554fad89e9ffdbe8dc16b616af3dc3011
Mass Media Communication in Crisis Situations[1].pdf
In a crisis situation, the way we communicate can be vital to the success or failure of our response. Mass media communication is one of the most effective ways to quickly get the message out and manage a crisis.
Strategies for Negotiation & Conflict Resolution Dr. Janice Ba.docx
Strategies for Negotiation & Conflict Resolution
Dr. Janice Barrett
Notes onCrisis Management and Conflict Resolution
Defining a crisis: An event that brings, or has the potential for bringing, an organization and its leaders into disrepute and imperil the organization’s future profitability, reputation, growth and possibly its very survival.
Financial measures of a crisis: bankruptcy, drop in sales, boycotts, loss of valuable employees etc.
Tarnished reputation results: the erosion of a company’s reputation in the eyes of its many stakeholders and the general public --- the worth of an entire organization can be endangered as a consequence.
Characteristics of a crisis:
Suddenness
Uncertainty
Time compression
The seven types of crises:
1. nature (natural disasters such as earthquakes, hurricanes, floods)
2. technology (oil spills, nuclear reactor accidents)
3. confrontation (equal rights, strikes)
4. malevolence (terrorists, disinformation)
5. skewed values (fraud, cheating, embezzlement)
6. deception (withholding information, lying, deceptive products)
7. misconduct (illegal or criminal acts).
Essentials of a contingency plan: Contingency planning involves formulating responses to crises before they occur. The essentials of a contingency plan include: anticipating what might happen, searching for preventative and preparatory measures, and drafting appropriate responses to those situations most likely to occur or whose impact is greatest.
Other, more specific elements are: Identify all potential contingencies and areas of vulnerability, examine specific vulnerabilities, review general vulnerabilities based on the organization’s “public nature”, establish crisis thresholds and assign crisis alert responsibilities, organize and train a crisis management team and establish a crisis communications center, Obtain advanced approvals for contingency plan measures, list and prioritize publics that must be informed, prepare a crisis media list and background press materials, and designate and train spokespersons.
The most important tasks are: Identifying risks, ranking those risks in a matrix based on relative impact as compared to probability of occurrence, and finally creating plans to eliminate or mitigate the impact of the most impactful and highest probable incidents. Every crisis cannot be planned for; there are simply not enough resources to do so. However, high impact, and high probability risks can be eliminated, or at least mitigated by proper planning and management.
The essentials of a contingency plan include: anticipating what might happen, searching for preventative and preparatory measures, and drafting appropriate responses to those situations most likely to occur or whose impact is greatest. Other, more specific elements are: Identify all potential contingencies and areas of vulnerability, examine specific vulnerabilities, review general vulnerabilities based on the organization’s “public nature”, establ.
Effective Crisis CommunicationChapter 5 – 10 Lessons on Managi
Effective Crisis Communication
Chapter 5 – 10 Lessons on Managing Crisis Uncertainty Effectively
Ulmer, R., Sellnow, T., and Seeger, M. (2019). Effective crisis communication: Moving from crisis to opportunity. Sage Publications. Thousand Oaks, CA.
Defining Uncertainty
Uncertainty – The inability to predict the future.
Lack of Information
Complexity of Information
Quality of Information
Crises create EPISTEMOLOGICAL and ONTOLOGICAL uncertainty.
Epistemological – Uncertainty from lack of knowledge.
Ontological – Uncertainty from a new future created by crisis – The future has little to no relationship with the past.
Lessons 1 - 3
Crises Can Start Quickly and Unexpectedly
Shouldn’t respond with routine solutions
The threat is perceptual
Lesson 4
Communicate Early and Often Regardless of Having Information or Not!
Because of uncertainty, accurate info is not there for stakeholders.
Effective strategies include making a list of potential questions.
What happened?
Who is responsible?
Why did it happen?
Who is affected?
What should we do?
Who can we trust?
What should we say?
How should we say it?
Lesson 5
Ethical Ambiguity During Crises
Organizations should not purposely heighten the ambiguity of a crisis to deceive or distract the public
Ambiguity is “an ongoing stream that supports several different interpretations at the same time”, Weick (1995)
Ethical when – uses unbiased data to inform and contribute to the complete understanding
Unethical when – using biased or incomplete information to deceive
Lesson 6
Be prepared to defend your interpretation of the evidence surrounding a crisis
Lesson 7
Without good intentions prior to a crisis, recovery is difficult or impossible
Questions of Evidence
Questions of Intent
Questions of Responsibility
Lesson 8
If you believe you are not responsible, you need to build a case for who is
Lesson 9
Organizations need to prepare through simulations and training
Crises thrust people into unfamiliar roles.
Crisis demands can bring structures to their knees.
Organizations should train and prepare for crises.
Lesson 10
Crises challenge the way organizations think about and conduct their business
Crises create “Cosmology Episodes” – disorienting experiences in which beliefs and sensemaking structures are hampered. Weick (1993)
They can change how we think about the world.
Organizations and Stakeholders need information to reduce uncertainty.
Organizations in crisis often stonewall
Stakeholders are left wondering if they will get information needed to protect themselves
Media speculates
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.
Cyb ...
6. slide share ppt on role of pr in crisis communication
slide share Presentation on role of PR/CC in crisis management
Crisis Management and Communications by W. Timothy Coombs, P.docx
Crisis Management and Communications
by W. Timothy Coombs, Ph.D
October 30, 2007
Introduction
Crisis management is a critical organizational function. Failure can result in serious harm to stakeholders, losses
for an organization, or end its very existence. Public relations practitioners are an integral part of crisis
management teams. So a set of best practices and lessons gleaned from our knowledge of crisis management
would be a very useful resource for those in public relations. Volumes have been written about crisis
management by both practitioners and researchers from many different disciplines making it a challenge to
synthesize what we know about crisis management and public relations’ place in that knowledge base. The best
place to start this effort is by defining critical concepts.
Definitions
There are plenty of definitions for a crisis. For this entry, the definition reflects key points found in the various
discussions of what constitutes a crisis. A crisis is defined here as a significant threat to operations that can have
negative consequences if not handled properly. In crisis management, the threat is the potential damage a crisis
can inflict on an organization, its stakeholders, and an industry. A crisis can create three related threats: (1)
public safety, (2) financial loss, and (3) reputation loss. Some crises, such as industrial accidents and product
harm, can result in injuries and even loss of lives. Crises can create financial loss by disrupting operations,
creating a loss of market share/purchase intentions, or spawning lawsuits related to the crisis. As Dilenschneider
(2000) noted in The Corporate Communications Bible, all crises threaten to tarnish an organization’s reputation.
A crisis reflects poorly on an organization and will damage a reputation to some degree. Clearly these three
threats are interrelated. Injuries or deaths will result in financial and reputation loss while reputations have a
financial impact on organizations.
Effective crisis management handles the threats sequentially. The primary concern in a crisis has to be public
safety. A failure to address public safety intensifies the damage from a crisis. Reputation and financial concerns
are considered after public safety has been remedied. Ultimately, crisis management is designed to protect an
organization and its stakeholders from threats and/or reduce the impact felt by threats.
Crisis management is a process designed to prevent or lessen the damage a crisis can inflict on an organization
and its stakeholders. As a process, crisis management is not just one thing. Crisis management can be divided
into three phases: (1) pre-crisis, (2) crisis response, and (3) post-crisis. The pre-crisis phase is concerned with
prevention and preparation. The crisis response phase is when management must actually respond to a crisis.
The post-crisis phase looks for ways to better prepare for the next.
Introduce your presentation here. 1Use the design .docx
Introduce your presentation here.
1
Use the design tab to find a subtle background. Use a font color that is easily read against
the background color. Use the new slide feature on the home tab to insert a new slide.
Choose the type of slide that is needed. The most common slides are the Title Content and
the Two Content. They will automatically include the heading and the section for the
bullets.
2
Be sure to use a heading that explains what is contained on the slide. Use the same font
sizes throughout the presentation. If you use 48 pt. font for this heading, use it for all of the
headings. The same goes for the bullet points.
3
The details of the presentation will appear in the notes section. This is where the narrative
of the live presentation would be if you were going to present this to an audience. Be sure
to explain what is included on the slide. Place in-text citations in the notes if source
information is used (Sample, 2016).
4
Most presentations should include graphics of some kind. These can include images,
graphs, charts, or SmartArt.
5
SmartArt Images can be used to show different types of information. SmartArt can be
found on the Insert tab. There are various styles of graphics that display information in
different ways.
6
Include references on a separate slide. The font on this slide can be smaller to fit the
references. This font is 24 pt.
7
1
If you would like to add your script or additional information in the notes section, you can
add it here. Make sure to include citations for any outside material (Howard, n.d.).
2
3
4
5
PowerPoint BasicsAPA for Power Point
MSE 6301, Risk Management 1
Course Learning Outcomes for Unit III
Upon completion of this unit, students should be able to:
2. Examine the risk that disasters present to the community and responders.
2.1 Determine a community's vulnerability for a disaster.
3. Assess emergency planning strategies aimed to reduce risk.
3.1 Determine methods for gathering local, state, and federal officials together for planning
purposes.
3.2 Discuss the integration of a recovery operations plan into the main part of an emergency
operations plan.
3.3 Identify mitigation strategies that can address risk reduction in your community.
Course/Unit
Learning Outcomes
Learning Activity
2.1
Unit Lesson
Chapter 4
Unit III PowerPoint Presentation
3.1
Unit Lesson
Chapter 4
Unit III PowerPoint Presentation
3.2
Unit Lesson
Chapter 4
Unit III PowerPoint Presentation
3.3
Unit Lesson
Chapter 4
Unit III PowerPoint Presentation
Reading Assignment
Chapter 4: Disaster Response and Recovery
Unit Lesson
Major disasters often lead to positive outcomes for emergency management and lessons learned from
decision making that took place during the disaster. Failures in response and recovery efforts in disasters
such as Hurricane Katrina and some of the past California wildfires lead to.
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Mass Media Communication in Crisis Situations[1].pdf
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Strategies for Negotiation & Conflict Resolution Dr. Janice Ba.docx
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Effective Crisis CommunicationChapter 5 – 10 Lessons on Managi
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