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.
Mass Media Communication in Crisis Situations[1].pdfBenedictCusack
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.
Mass Media Communication in Crisis Situations[1].pdfBenedictCusack
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.docxcpatriciarpatricia
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.
An IMPERATIVE for EVERY ORGANIZATION: Crisis Communication PlannerAPEXMarCom
Crisis Communication Planner is a 2-day course designed to help participants prepare their organization for inevitable threats to reputation and sustainability. Execute the crisis communications plan, then, when the crisis has passed, assess and do what must be done before the next threats occur.
Crisis Management for Events How to Handle Unexpected Challenges.pdfHeliosEvent
Organizing and managing events can be an exciting and rewarding experience, but it also comes with its fair share of risks and uncertainties. No matter how meticulously you plan and prepare, there is always the possibility of unexpected challenges arising that can potentially derail your event. This is where crisis management for events becomes crucial.
Crisis Management for Events How to Handle Unexpected Challenges.pdfHeliosEvent
Organizing and managing events can be an exciting and rewarding experience, but it also comes with its fair share of risks and uncertainties. No matter how meticulously you plan and prepare, there is always the possibility of unexpected challenges arising that can potentially derail your event. This is where crisis management for events becomes crucial.
Crisis Management for Events How to Handle Unexpected Challenges.pdfHeliosEvent
Organizing and managing events can be an exciting and rewarding experience, but it also comes with its fair share of risks and uncertainties. No matter how meticulously you plan and prepare, there is always the possibility of unexpected challenges arising that can potentially derail your event. This is where crisis management for events becomes crucial. A well-structured event management plan can help you navigate through unforeseen circumstances, mitigate the impacts, and ensure a smooth recovery process. In this article, we will explore the key aspects of crisis management for events and provide insights into effective strategies to handle unexpected challenges.
Crisis Management for Events How to Handle Unexpected Challenges.pdfHeliosEvent
Organizing and managing events can be an exciting and rewarding experience, but it also comes with its fair share of risks and uncertainties. No matter how meticulously you plan and prepare, there is always the possibility of unexpected challenges arising that can potentially derail your event. This is where crisis management for events becomes crucial.
Crisis Management for Events How to Handle Unexpected Challenges.pdfHeliosEvent
Organizing and managing events can be an exciting and rewarding experience, but it also comes with its fair share of risks and uncertainties. No matter how meticulously you plan and prepare, there is always the possibility of unexpected challenges arising that can potentially derail your event. This is where crisis management for events becomes crucial.
SW 619Infancy and Early Childhood Development of Drug Addicted.docxmabelf3
SW 619
Infancy and Early Childhood Development of Drug Addicted Children
While in the womb fetus is in the it feeds off the food intake and nourishment through the
placenta, which also means that any substances such as drugs, alcohol or tobacco that enters the
mothers system flows through the placenta and is delivered to the fetus as well. From birth to three
years old is the most critical period in a child’s development process. Children of mothers that use
drugs while they are pregnant increase the likelihood that the child will suffer from some form of
birth defect and oftentimes born prematurely. The lasting effects of prenatal cocaine affect the
growth of the fetus physically. The results of the increase of premature birth, and generalized growth
retardation including decreased birth weight, shorter body length, and smaller head circumference
(Bigsby et al, 2011; Covington et al, 2002; Gouin et al, 2011; Mayes et al, 2003).
These toxic chemicals can sometimes have irreversible damage that affect the child’s normal
development process with regards to proper development of organs and brain function.
From the ages of 0-2 months old a child are expected to have develop motor skills that would
include the ability to recognize different colors and shapes, kicking waving, have the ability to
recognize familiar voices and their sleeping patterns would change, meaning that as they grow older
children should be sleeping a little longer than a new born baby. Children from the ages of 2
months old should be able to extend their arm and reach and pick up toys and other objects,
hand coordination by shifting objects from one hand to another. The child should be able to pick up
finger food and bring it to their mouths. Identifying a problem with a child is when they are not able
to perform these age appropriate task.
A toddler ages 3 to 5 years old should be able to perform task such as holding crayons drawing horizontal lines, circles and have the ability to fold and snip paper with scissors. Children that have been exposed to substance may struggle with completing these tasks or will develop these cognitive skills at a slower rate. One study using play behavior (Rodning, Beckwith, & Howard, 1989a) found that preterm toddlers exposed to cocaine
and other drugs to show poorly developed play behaviors, and a lack of interest and motivation in
unstructured situations, in comparison to a group of high risk preterm children. Using play behavior,
one study found preterm toddlers exposed to cocaine and other drugs to show poorly. However, by
3 years of age, there were no changes associated with fine motor performance or behavior observed
with the child externalizing behavioral problems at age 5 years old. Stress and psychological
symptoms of caregivers were found to be in direct correlation with increased child behavioral issues;
indicating that the effected children may have m.
SWK311 Assessment 2 Final EssayWhat is t.docxmabelf3
SWK311 Assessment 2
Final Essay
What is the policy and its impact on vulnerable groups?
Why should/could you influence change?
How can you influence social policy change?
Developing your own practice framework for influencing policy change
What, Why and How
Critical analysis of social policy
Application of theory to practice
Adherence to academic conventions of writing (eg referencing; writing style)
At least 8 references
Assessment Criteria
a) Critically examine the policy or policies that you consider impact upon a client group
Suggest ways that policy could be changed to improve the life outcomes for those with whom you are working.
Part 1
What is this?
Not just describing
Critical analysis – a reminder
Critically examine
What is the political and ideological underpinning of the social policy?
What is the intended outcome of the policy? Is it achieving this gaol?
How the policy impacts your client group – both positive and negative impacts
How is the policy implemented – for example income support as delivered through Centrelink
Is it the policy or the service delivery that is the problem
Prompt questions
Consider vulnerable populations/clients you work with or those that interest you.
There are likely to be many policies that impact the group you choose. It is important to acknowledge the ways that economic and social policies intersect.
You can select one main policy or several policies for the purpose of the assignment.
e.g. women – are impacted by economic policy, income support, parenting payments and family tax benefits, child care support and many more.
recap
As you have worked through this unit, there are likely to have been topics or issues that have resonated with your , or really grated you.
For example, do you feel angry that people on income support payments appear to be allowed to just sit around and do nothing? Do you think the government supports them to just do nothing?
What would happen if there was a continued tightening of conditions for receiving income support?
Would anyone suffer? Would this matter? Would this impact society?
Why influence change?
Do you consider the government approach to income support is punitive?
Does the approach of welfare conditionality under a neoliberal government leave vulnerable people at risk?
What would drive your approach to intervene in this area of macro policy compared to the approach you would take if you fully supported government’s tightening of access to income support?
Alternatively
It is important to know your current world view and values as you enter any field of human services practice.
This will ensure that your tactics and strategies for influencing policy are transparent and appropriate.
Do your own values and philosophy align with those of your professional association?
Articulate your own theoretical perspective
Develop a framework that you would adopt for influencing policy change th.
More Related Content
Similar to Survive the Unthinkable Through Crisis PlanningWhat is a Crisis.docx
Strategies for Negotiation & Conflict Resolution Dr. Janice Ba.docxcpatriciarpatricia
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.
An IMPERATIVE for EVERY ORGANIZATION: Crisis Communication PlannerAPEXMarCom
Crisis Communication Planner is a 2-day course designed to help participants prepare their organization for inevitable threats to reputation and sustainability. Execute the crisis communications plan, then, when the crisis has passed, assess and do what must be done before the next threats occur.
Crisis Management for Events How to Handle Unexpected Challenges.pdfHeliosEvent
Organizing and managing events can be an exciting and rewarding experience, but it also comes with its fair share of risks and uncertainties. No matter how meticulously you plan and prepare, there is always the possibility of unexpected challenges arising that can potentially derail your event. This is where crisis management for events becomes crucial.
Crisis Management for Events How to Handle Unexpected Challenges.pdfHeliosEvent
Organizing and managing events can be an exciting and rewarding experience, but it also comes with its fair share of risks and uncertainties. No matter how meticulously you plan and prepare, there is always the possibility of unexpected challenges arising that can potentially derail your event. This is where crisis management for events becomes crucial.
Crisis Management for Events How to Handle Unexpected Challenges.pdfHeliosEvent
Organizing and managing events can be an exciting and rewarding experience, but it also comes with its fair share of risks and uncertainties. No matter how meticulously you plan and prepare, there is always the possibility of unexpected challenges arising that can potentially derail your event. This is where crisis management for events becomes crucial. A well-structured event management plan can help you navigate through unforeseen circumstances, mitigate the impacts, and ensure a smooth recovery process. In this article, we will explore the key aspects of crisis management for events and provide insights into effective strategies to handle unexpected challenges.
Crisis Management for Events How to Handle Unexpected Challenges.pdfHeliosEvent
Organizing and managing events can be an exciting and rewarding experience, but it also comes with its fair share of risks and uncertainties. No matter how meticulously you plan and prepare, there is always the possibility of unexpected challenges arising that can potentially derail your event. This is where crisis management for events becomes crucial.
Crisis Management for Events How to Handle Unexpected Challenges.pdfHeliosEvent
Organizing and managing events can be an exciting and rewarding experience, but it also comes with its fair share of risks and uncertainties. No matter how meticulously you plan and prepare, there is always the possibility of unexpected challenges arising that can potentially derail your event. This is where crisis management for events becomes crucial.
SW 619Infancy and Early Childhood Development of Drug Addicted.docxmabelf3
SW 619
Infancy and Early Childhood Development of Drug Addicted Children
While in the womb fetus is in the it feeds off the food intake and nourishment through the
placenta, which also means that any substances such as drugs, alcohol or tobacco that enters the
mothers system flows through the placenta and is delivered to the fetus as well. From birth to three
years old is the most critical period in a child’s development process. Children of mothers that use
drugs while they are pregnant increase the likelihood that the child will suffer from some form of
birth defect and oftentimes born prematurely. The lasting effects of prenatal cocaine affect the
growth of the fetus physically. The results of the increase of premature birth, and generalized growth
retardation including decreased birth weight, shorter body length, and smaller head circumference
(Bigsby et al, 2011; Covington et al, 2002; Gouin et al, 2011; Mayes et al, 2003).
These toxic chemicals can sometimes have irreversible damage that affect the child’s normal
development process with regards to proper development of organs and brain function.
From the ages of 0-2 months old a child are expected to have develop motor skills that would
include the ability to recognize different colors and shapes, kicking waving, have the ability to
recognize familiar voices and their sleeping patterns would change, meaning that as they grow older
children should be sleeping a little longer than a new born baby. Children from the ages of 2
months old should be able to extend their arm and reach and pick up toys and other objects,
hand coordination by shifting objects from one hand to another. The child should be able to pick up
finger food and bring it to their mouths. Identifying a problem with a child is when they are not able
to perform these age appropriate task.
A toddler ages 3 to 5 years old should be able to perform task such as holding crayons drawing horizontal lines, circles and have the ability to fold and snip paper with scissors. Children that have been exposed to substance may struggle with completing these tasks or will develop these cognitive skills at a slower rate. One study using play behavior (Rodning, Beckwith, & Howard, 1989a) found that preterm toddlers exposed to cocaine
and other drugs to show poorly developed play behaviors, and a lack of interest and motivation in
unstructured situations, in comparison to a group of high risk preterm children. Using play behavior,
one study found preterm toddlers exposed to cocaine and other drugs to show poorly. However, by
3 years of age, there were no changes associated with fine motor performance or behavior observed
with the child externalizing behavioral problems at age 5 years old. Stress and psychological
symptoms of caregivers were found to be in direct correlation with increased child behavioral issues;
indicating that the effected children may have m.
SWK311 Assessment 2 Final EssayWhat is t.docxmabelf3
SWK311 Assessment 2
Final Essay
What is the policy and its impact on vulnerable groups?
Why should/could you influence change?
How can you influence social policy change?
Developing your own practice framework for influencing policy change
What, Why and How
Critical analysis of social policy
Application of theory to practice
Adherence to academic conventions of writing (eg referencing; writing style)
At least 8 references
Assessment Criteria
a) Critically examine the policy or policies that you consider impact upon a client group
Suggest ways that policy could be changed to improve the life outcomes for those with whom you are working.
Part 1
What is this?
Not just describing
Critical analysis – a reminder
Critically examine
What is the political and ideological underpinning of the social policy?
What is the intended outcome of the policy? Is it achieving this gaol?
How the policy impacts your client group – both positive and negative impacts
How is the policy implemented – for example income support as delivered through Centrelink
Is it the policy or the service delivery that is the problem
Prompt questions
Consider vulnerable populations/clients you work with or those that interest you.
There are likely to be many policies that impact the group you choose. It is important to acknowledge the ways that economic and social policies intersect.
You can select one main policy or several policies for the purpose of the assignment.
e.g. women – are impacted by economic policy, income support, parenting payments and family tax benefits, child care support and many more.
recap
As you have worked through this unit, there are likely to have been topics or issues that have resonated with your , or really grated you.
For example, do you feel angry that people on income support payments appear to be allowed to just sit around and do nothing? Do you think the government supports them to just do nothing?
What would happen if there was a continued tightening of conditions for receiving income support?
Would anyone suffer? Would this matter? Would this impact society?
Why influence change?
Do you consider the government approach to income support is punitive?
Does the approach of welfare conditionality under a neoliberal government leave vulnerable people at risk?
What would drive your approach to intervene in this area of macro policy compared to the approach you would take if you fully supported government’s tightening of access to income support?
Alternatively
It is important to know your current world view and values as you enter any field of human services practice.
This will ensure that your tactics and strategies for influencing policy are transparent and appropriate.
Do your own values and philosophy align with those of your professional association?
Articulate your own theoretical perspective
Develop a framework that you would adopt for influencing policy change th.
Surname 1
Student's Name
Professor's Name
Course
Date
Kanopy Films Option 6: Arab Invasion of Andalusia
The film, Arab Invasion of Andalusia (AIA), narrates the story that ignited a period of 800 years of what would be the Muslim reign in the region of the Iberian Peninsula. Information regarding the said events has been hard to come by with the available sources lacking the much-needed reliability. However, armed with minimal sources of information, the creators of the documentary set to answer tricky questions on a topic where most people have failed. While AIA presents a fascinating experience for history scholars and other interested parties alike, the film still lacks in terms of the accuracy of the submitted data, making it unreliable to some extent.
The documentary is primarily based on the accounts detailed in a document whose author did not live the said ordeals. A first-hand account experience of events usually is accurate since the narrator can give more details, which are valid and reliable. However, in the mentioned film, the creators rely on data contained in a document known as “The chronicle of 754”. According to Gearon, the author of the material was a native Christian who lived in Iberia, whose real identity was unknown (Gearon, 45). Gearon further highlights that the said author lived in a location far from the center of all the action. Among the unproven details mentioned in The Chronicle of 754 is the inaccurate number of combat participants present in different battles. Other accounts such as that of Abd al-Hakem equally fall short in detail since the author was over 3,000 miles away from the invasion. Therefore, AIA fails in providing accurate data to some of the pressing questions that the audience may have.
The documentary fails to convince the audience if the events qualified to be termed as an ordinary raid or a full-blown invasion. As Gearon points out, Tariq's team that comprised of Berbers had set out on a grabbing spree since they knew the riches that the Iberian Penisula possessed (Gearon 47). Their knowledge was informed by the previous trade engagements they had with the locals. Several accounts on Andalusia, modern-day Spain, confirm that the region was vastly abundant in diverse ways ranging from natural resources to other essentials that were prominent for prosperity (Shamice 129). The area also enjoyed a rich culture championed by its residents. Therefore, personal gain, which topped the agenda of Tariq's troops, most likely quenched their thirst for a proper invasion. Invasions, unlike raids, are meant to achieve a complete takeover of the targeted region.
Two explanations further put to doubt the idea of invasion, as presented in the film. The first one centers on the composition of the invaders and those invaded. For it to qualify to be an Arab invasion of Andalusia (Spain), the invaders had to comprise of individuals solely from an Arab background. If not, a majority of them had to have links t.
SWK 527 -Signature Assignment Social Work Theory and Practice Ass.docxmabelf3
SWK 527 -Signature Assignment: Social Work Theory and Practice Assignment
EPAS 2015 - Competency 8: Intervene with Individuals, Families, Groups, Organizations, and Communities Social workers understand that intervention is an ongoing component of the dynamic and interactive process of social work practice with, and on behalf of, diverse individuals, families, groups, organizations, and communities. Social workers are knowledgeable about evidence-informed interventions to achieve the goals of clients and constituencies, including individuals, families, groups, organizations, and communities. Social workers understand theories of human behavior and the social environment, and critically evaluate and apply this knowledge to effectively intervene with clients and constituencies. Social workers understand methods of identifying, analyzing and implementing evidence-informed interventions to achieve client and constituency goals. Social workers value the importance of inter-professional teamwork and communication in interventions, recognizing that beneficial outcomes may require interdisciplinary, inter-professional, and inter-organizational collaboration.
Social workers:
· Critically choose and implement interventions to achieve practice goals and enhance capacities of clients and constituencies;
· Apply knowledge of human behavior and the social environment, person-in-environment, and other multidisciplinary theoretical frameworks in interventions with clients and constituencies;
· Use inter-professional collaboration as appropriate to achieve beneficial practice outcomes;
· Negotiate, mediate, and advocate with and on behalf of diverse clients and constituencies; and
· Facilitate effective transitions and endings that advance mutually agreed-on goals.
The Signature Assignment: (200 Points)
Signature Assignments are those assignments chosen by the WNMU School of Social Work faculty to evaluate a student’s ability to demonstrate the CSWE-mandated core competencies and related practice behaviors. In addition to measuring student competency, the assignments are used as indicators of program efficacy. Signature assignments are clearly identified in all School of Social Work syllabi. Students must demonstrate competency in order to pass each course. Students must complete all signature assignments throughout their program of study.
This Signature Assignment is an opportunity for you to apply critical thinking to explore topics of your professional interest related to social work theories, areas of social work practice and interventions that help our clients. The goal of the assignment for you to identify 2 theoretical perspectives that interests you and plan to use in your social work practice. Your chosen theories should be presented in relation to related area of practice, client system/population and supporting interventions. In order to optimize your learning, you encouraged to choose new areas of learning, rather than areas in which you hav.
SURNMAE3
Self-assessment
Student name
Professor name
Institution
Course
Date
Introduction
The purpose of my speech is to describe the validity and importance of the social justice warriors group of individuals bringing out the key milestones required for one to be regarded as a real warrior that fought against social injustices in the society which in turn let to increased social justice. My speech explains how these group of individuals have been perceived wrongly despite their efforts to bring into existence cases like civil rights, feminism and anti-racial discrimination. In my speech I unleashed some of the ways in which you can identify these warriors in the and appreciate their actions and support towards fighting social injustices in the society. With the rampant increase in cases of social injustices as well as the lost reputation over this group of people whom some took the advantage to start seeking for self-enrichment like through politics and thus lead to the controversies on how to determine the real warrior of social justice.
Body
To open up my speech I brought in the statistics of the world victims of social justice and an indication of how individuals have risen to fight against social injustices through advocating for feminism, civil rights in the society, demolition of human discrimination based on race and country of origin. These actions have activated the need for such individuals to be termed as the heroes in the support of social justice but since them they have faced strong opposition from the divergent opinions from the public that support the need to have social justice believers and not heroes (Soli.et.al. pg 440). My thesis statement was very clear and supported with visuals where pictures of how victims of social justice beneficiaries portrayed a healthy outlook as compared to how they appeared when injustice was ruling the land. I believe my presentation of the thesis statement was a bit fair since the main points were stated and even attached some illustrations on how these warriors are being despised in the society.
Within my presentation I was able to make clear transitions in terms of visuals and the illustrations with an aim to get in touch with the audience who looked attentive based on their facial expression (Justice.et.al. pg 85). This made me confirm that most of them had gone through different cases of social injustice and were really ready to listen and integrate the ways on how join up the campaign against social injustices where one of the ways is to identify and appreciate the social justice warriors in the society.
Strengths and Weaknesses
My strengths during the presentation were from the personal presentation skills where I could speak with a lot of courage and boldness in that it was difficult for most people to doubt my words. Stage management and audience involvement provided a boost to my presentation since they enabled my audience to be free and could ask questions freely. The main .
Surname 2
Student’s Name
Professor’s Name
Course Code
Date
Turning Point
When growing up, children grow up wishing to be doctors, lawyers, surgeons, engineers or pilots mostly because these careers are regarded as high prestige in the society. However, very few of them desire to be teachers due to the perception that it is tiresome, low paying and requires a lot of work input. However, teaching is one of the most exciting jobs since it gives on a chance to help mold future career paths of different specialists such that in one class, it can consist of over fifty careers. Alternatively, good teachers act as role models due to their constant advice, sharing’s on life experiences and challenging students not to limit themselves to small achievements. As such, even as students go about their daily activities or after school, they always remember the teachings of a particular teacher and relate the activities thus being able to make better choices. Alternatively, the joy of teaching emanates from seeing other people make it in life or achieve their dreams and associating with their success.
The person who led me to consider a turning point was Peter Banks, my high school English teacher. He was inspiring in his lessons which he taught through life experiences and although he lacked technical expertise, when he talked, everyone played attention since he would communicate emotionally and make the whole process exiting using facial expressions, voice variations and using rhetorical questions which led us to think critically. Before he came along, English lessons were boring since we would lead literature books throughout the lessons, a process that had become tiring and monotonous which resulted to fall in grades. By good luck, the board of education showed concern on the issue and terminated the previous teacher. Peter would come to class, ask everyone to close their books and ask us to write what was on our thoughts even though it was ridiculous which would then discuss as a class. One of his major lessons was learning to write based on feelings as a way of being truthful to oneself and aiding the reader to form a connection.
Most teachers want to come to class, give assignments and wait for the time to lapse especially at the beginning of an academic year. However, this was not the case for Peter who would use any available chance to counsel us on what to expect in college and how to cope. He would share stories of his college life and in one particular case, he told us about the first time he was late for an exam because he overslept but he lied to the professor that he had fainted on the way to class and had to be rushed to the campus clinic. As such, Banks taught us on the importance of honest and ways of avoiding misconducts in future which could result in huge implications. For those of us who loved writing, he encouraged us to read most of the books in the library and analyze them amongst ourselves. Peter also supported talented individuals.
Switching costs ____________________________.
Question 1 options:
a)
that are high provide good opportunities for new partners or suppliers to enter this market (picture).
b)
in consumer markets can be high due to investments that partners make in matching buying and ordering.
c)
can be kept lower by utilizing a sole supplier.
d)
are more important for businesses, than for consumer buyers, due to the close buyer-seller relationships that develop.
e)
that are kept high are a good long-term tactic to keep buyers locked into poor quality service.
Question 2
(3 points)
Which of the following applies to Intellectual Property law?
Question 2 options:
a)
copyrights provide protection for trade secrets.
b)
copyrights provide protection for the original works of authors, musicians, and photographers.
c)
confidentiality agreements are only required for customers.
d)
requires a substantiality test to gain property protection.
e)
tends to reduce competition and decrease innovation.
Question 3
(3 points)
Business buyers
are similar
to final consumers in that:
Question 3 options:
a)
They purchase products and services that support the production of other products.
b)
Ensuring that revenues exceed costs always the primaryconsideration when evaluating a product for purchase.
c)
They purchase products to add to and make their own final product
d)
Customer satisfaction is determined by the customer when the product or service is consumed.
e)
Products purchased are often incorporated into the buying organization's offering to its own customers.
Question 4
(3 points)
Based on the Endries Fastener Company video, the goal of the President of Endries Supply Company was to __________________________.
Question 4 options:
a)
save their customers at least 4% of the cost of their fasteners.
b)
not get involved in Endries' customers' buying decisions until the Deliver
Solution
Stage
c)
be the sole supplier of all the fastener needs of Endries' customers by getting involved all the way through their manufacturing processes.
d)
be the number two fastener provider for the U. S. Department of Defense.
e)
be the number one fastener provider for the women's fashion industry.
Question 5
(3 points)
A good example of Natural Law is ______________?
Question 5 options:
a)
behaving naturally and not getting too excited when a crisis occurs in your company.
b)
the belief that some people are just naturally bad and the more of these bad people that we lock up the better.
c)
when executives just naturally look out for themselves and take company funds for their personal use.
d)
a belief that taking anyone's life is wrong, even for the government when terrible mass murders are committed, like those by the young man in Charleston at a church prayer meeting.
e)
protecting the natural environment by restricting access to wilderness areas
Question 6
(3 points)
Which of the following takes place.
swer the following questionsWhy would it be important for you.docxmabelf3
swer the following questions:
Why would it be important for you, an investor and a manager, to be able to read and analyze financial statements?
Do you think it would be important for a nonprofit entity to provide statements. Why?
Do you think statements are relevant given the estimates, assumptions, and biases involved?
.
Swifts A Modest Proposal is one of the most famous examples of sa.docxmabelf3
Swift's "A Modest Proposal" is one of the most famous examples of satire in the English language. Why would he argue for the very behavior that he would want readers to shun?
Make sure you understand what the satire is and who is being criticized. Think about what Swift would want to see changed. Entry should be 350 - 400 words
A Modest Proposal
For preventing the children of poor people in Ireland,
from being a burden on their parents or country,
and for making them beneficial to the publick.
by Dr. Jonathan Swift
1729
It is a melancholy object to those, who walk through this great town, or travel in the country, when they see the streets, the roads, and cabbin-doors crowded with beggars of the female sex, followed by three, four, or six children, all in rags, and importuning every passenger for an alms. These mothers, instead of being able to work for their honest livelihood, are forced to employ all their time in stroling to beg sustenance for their helpless infants who, as they grow up, either turn thieves for want of work, or leave their dear native country, to fight for the Pretender in Spain, or sell themselves to the Barbadoes.
I think it is agreed by all parties, that this prodigious number of children in the arms, or on the backs, or at the heels of their mothers, and frequently of their fathers, is in the present deplorable state of the kingdom, a very great additional grievance; and therefore whoever could find out a fair, cheap and easy method of making these children sound and useful members of the commonwealth, would deserve so well of the publick, as to have his statue of him set up for a preserver of the nation.
But my intention is very far from being confined to provide only for the children of professed beggars: it is of a much greater extent, and shall take in the whole number of infants at a certain age, who are born of parents in effect as little able to support them, as those who demand our charity in the streets.
As to my own part, having turned my thoughts for many years upon this important subject, and maturely weighed the several schemes of our projectors, I have always found them grossly mistaken in their computation. It is true, a child just dropt from its dam, may be supported by her milk, for a solar year, with little other nourishment: at most not above the value of two shillings, which the mother may certainly get, or the value in scraps, by her lawful occupation of begging; and it is exactly at one year old that I propose to provide for them in such a manner, as, instead of being a charge upon their parents, or the parish, or wanting food and raiment for the rest of their lives, they shall, on the contrary, contribute to the feeding, and partly to the clothing of many thousands.
There is likewise another great advantage in my scheme, that it will prevent those voluntary abortions, and that horrid practice of women murdering their bastard children, alas! too frequent.
Sweep up a small area of your floor. Take a look at the trace evide.docxmabelf3
Sweep up a small area of your floor. Take a look at the “trace evidence” that is contained within your home. Write a short 200 word essay detailing what you found and how you could collect known samples from items in your home or outside your home that a lab could compare to your “trace evidence”.
Please use APA format, Times New Roman 12 point font with 1" page margins
.
sweep things under the rug or pre-tend it never happened. in.docxmabelf3
sweep things under the rug or pre-
tend it never happened. in worship
services, take time to share with the
people how rich they are in god’s
grace rather than just telling them
how they should behave. in this sec-
tion of the book, the author does get
very specific on how to make sure
grace is shared publicly. Whether it is
in the worship service or dealing with
visitors as they walk in the door,
making sure people experience christ
is vital.
“Portable grace,” as Eclov calls it,
reveals how to minister outside the
walls of the church through hospital
ministry, death and grief, childbirth
visits, or home and work visitation.
One practical application that pastors
should hear is that one does not need
to be invited to go. As young pastors,
we usually do not go where we are
not invited, but the author recom-
mends challenging that thinking by
going proactively. i have taken this
advice, and it really has been a great
blessing for me and for those i’m
visiting.
Probably one of the most practical
chapters in the book is “March into
the Smoke.” When times are scary,
cloudy and daunting, a leader can
easily experience disorientation and
loss of focus. this section of the book
is for such pastors who are weary and
tired. it emphasizes the importance
of being healthy on the inside so that
you can take care of those on the out-
side. the pastor may project unre-
solved anger onto the congregation
without even realizing it. the things
he brings up are valid, but one thing
he is lacking is the how-to or even
the call to action for the pastor to get
help with anger or depression.
One concluding critique: in the
midst of his stories and encounters,
the author interjects his unique doc-
trinal understandings in the mix of
his stories and illustrations.
consequently, some of the conversa-
tions and interactions with others
would be very different if processed
in different faith tradition contexts.
the reader simply needs to filter and
adapt accordingly.
Pastoral Graces is a good book for
those who need encouragement. i
found the book to be helpful when it
comes to personal connections with
parishioners. As pastors, we can get
burned out and depressed, and feel
very much alone. this book is not a
fix-all, but it is a reminder that god
really does love us and care about us
as his messengers of grace. i cannot
say this book is for every pastor, but i
do recommend it for the young pas-
tors, new pastors, and discouraged
pastors who are on the verge of giv-
ing up. i believe the author accom-
plished what he set out to accom-
plish.
StEPhEN cArLiLE is a student in the Andrews
University Master’s of Pastoral Ministry extension
program and serves as church pastor of Adventist
Fellowship in tulsa, Oklahoma.
CHANGE LEADER:
LEARNING TO DO WHAT
MATTERS MOST
By Michael Fullan
San Francisco, CA: Jossey-Bass/Wiley
(2011)
Hardback, 172 pages
Reviewed by JORGE PEREZ
in Change Leader, Michael Fullan
argues for the importance of practice
as a learning tool for .
Susan serves on the city building commission.The city is plannin.docxmabelf3
Susan serves on the city building commission.
The city is planning to build a new subway system to extend the reach of the subway further out from the city center.
Susan’s cousin, Sam, owns Subway Mobility Co., submitted the lowest bid for the system.
Susan knows that Sam could complete the job for the amount in his bid.
But she also knows that once Sam finishes this job, he will probably sell his company and retire.
Susan is concerned that Subway Mobility’s subsequent management might not be as easy to work with if revisions need to be made on the subway system after its completion.
She is torn as to whether she should tell the city about the potential changes in Subway Mobility’s management.
If the city knew about the potential change in Subway Mobility’s management, it might prefer to give the K to one of Subway’s competitors, whose bid was only slightly higher than Subway’s was..
Does Susan have an ethical obligation to disclose the information about Sam to the city planning commission?
.
Susan serves on the city building commission.The city is plann.docxmabelf3
Susan serves on the city building commission.
The city is planning to build a new subway system to extend the reach of the subway further out from the city center.
Susan’s cousin, Sam, owns Subway Mobility Co., submitted the lowest bid for the system.
Susan knows that Sam could complete the job for the amount in his bid.
But she also knows that once Sam finishes this job, he will probably sell his company and retire.
Susan is concerned that Subway Mobility’s subsequent management might not be as easy to work with if revisions need to be made on the subway system after its completion.
She is torn as to whether she should tell the city about the potential changes in Subway Mobility’s management.
If the city knew about the potential change in Subway Mobility’s management, it might prefer to give the K to one of Subway’s competitors, whose bid was only slightly higher than Subway’s was..
Does Susan have an ethical obligation to disclose the information about Sam to the city planning commission?
How would you apply duty-based ethical standards to this question?
What might be the outcome of a utilitarian analysis?
Discuss each fully
.
SUSAN GLASPELL TRIFLES SCENE The kitchen in the now aba.docxmabelf3
SUSAN GLASPELL: TRIFLES
SCENE: The kitchen in the now abandoned farmhouse of John Wright, a gloomy kitchen, and left without having been put in order—unwashed pans under the sink, a loaf of bread outside the breadbox, a dish towel on the table—other signs of incompleted work. At the rear the outer door opens, and the Sheriff comes in, followed by the County Attorney and Hale. The Sheriff and Hale are men in middle life, the County Attorney is a young man; all are much bundled up and go at once to the stove. They are followed by the two women—the Sheriff’s Wife first; she is a slight wiry woman, a thin nervous face. Mrs. Hale is larger and would ordinarily be called more comfortable looking, but she is disturbed now and looks fearfully about as she enters. The women have come in slowly, and stand close together near the door.
County Attorney (rubbing his hands): This feels good. Come up to the fire, ladies.
Mrs. Peters (after taking a step forward): I’m not—cold.
Sheriff (unbuttoning his overcoat and stepping away from the stove as if to the beginning of official business): Now, Mr. Hale, before we move things about, you explain to Mr. Henderson just what you saw when you came here yesterday morning.
County Attorney: By the way, has anything been moved? Are things just as you left them yesterday?
Sheriff (looking about): It’s just the same. When it dropped below zero last night, I thought I’d better send Frank out this morning to make a fire for us—no use getting pneumonia with a big case on, but I told him not to touch anything except the stove—and you know Frank.
County Attorney: Somebody should have been left here yesterday.
Sheriff: Oh—yesterday. When I had to send Frank to Morris Center for that man who went crazy—I want you to know I had my hands full yesterday. I knew you could get back from Omaha by today, and as long as I went over everything here myself—
County Attorney: Well, Mr. Hale, tell just what happened when you came here yesterday morning.
Hale: Harry and I had started to town with a load of potatoes. We came along the road from my place;and as I got here, I said, “I’m going to see if I can’t get John Wright to go in with me on a party telephone.” I spoke to Wright about it once before, and he put me off, saying folks talked too much anyway, and all he asked was peace and quiet—I guess you know about how much he talked himself;but I thought maybe if I went to the house and talked about it before his wife, though I said to Harry that I didn’t know as what his wife wanted made much difference to John—
County Attorney: Let’s talk about that later, Mr. Hale. I do want to talk about that, but tell now just what happened when you got to the house.
Hale: I didn’t hear or see anything; I knocked at the door, and still it was all quiet inside. I knew they must be up, it was past eight o’clock. So I knocked again, and .
SUSTAINABLE URBAN DEVELOPMENT, GOVERNANCE, AND POLICY A COMPARATIVE.docxmabelf3
SUSTAINABLE URBAN DEVELOPMENT, GOVERNANCE, AND POLICY: A COMPARATIVE OVERVIEW OF EU POLICIES AND PROJECTS
Case Studies – Energy Efficiency
• Integrating Energy Efficiency and Urban Sustainability
• The Dutch Kadaster
• The Solar Atlas of Berlin
• The Sicilian “Carta del Sole”
Need a research paper on these above 4 case studies and APA format references are mandatory.
.
Susan Wolf thinks that that meaning has both a subjective and an.docxmabelf3
Susan Wolf thinks that that meaning has both a subjective and an objective component. On one hand, a person must enjoy, appreciate, or, in some broad sense, engage positively with something in order for it to contribute to their life’s meaning. On the other hand, they must be making an objective contribution to something that is valuable on its own, not something valuable just for how it benefits them. Meaningful lives participate in something larger than the individual whose life it is. Begin your paper by explaining the "passion view," the "larger than oneself view," and Wolf's own hybrid view of meaning in life.
Then, give your own example of something that does or could ass extraordinary meaning to your life. Do not use Wolf's own examples - be creative! Explain how that thing conforms to Wolf's hybrid theory of meaning in life. Then identify what you think is the biggest obstacle to living a meaningful life in today's society. Why is it such a big obstacle? This can be either an obstacle that you yourself are facing or something that you think prevents other people from living a life that is as meaningful as it could be.
.
Sustainable Urban Development, Governance and Policy A Comparative .docxmabelf3
Sustainable Urban Development, Governance and Policy: A Comparative Overview of EU Policies and Project which should Consist of below 4 modules:
CHAPTER SUMMARY: Summarize chapter presented during the week. Identify the main point (as in "What's your point?"), thesis, or conclusion of the key ideas presented in the chapter.
SUPPORT: Do research outside of the book and demonstrate that you have in a very obvious way. This refers to research beyond the material presented in the textbook. Show something you have discovered from your own research. Be sure this is obvious and adds value beyond what is contained in the chapter itself.
EVALUATION: Apply the concepts from the appropriate chapter. Hint: Be sure to use specific terms and models directly from the textbook in analyzing the material presented and include the page in the citation.
SOURCES: Include citations with your sources. Use APA style citations and references.
.
SUSTAINABLE ENERGY
SYSTEMS
1 | P a g e
Table of Contents:
List of Tables: ................................................................................................................................ 1
Introduction: .................................................................................................................................. 2
Energy Audit of New Castle House: .............................................................................................. 2
House Description: .................................................................................................................... 2
Electronic Appliances & Energy Consumption: ......................................................................... 3
Cost of Energy Consumption: ................................................................................................... 5
Potential Saving in Electricity: ....................................................................................................... 5
Energy Saving in Refrigerators: ................................................................................................ 6
Energy Saving in Washing Machine & Dryers: ......................................................................... 6
Energy Saving in Electric Oven: ............................................................................................... 7
Energy Saving in Lighting Load: ............................................................................................... 7
Energy Saving in Water Heating & Space Heating: .................................................................. 7
Summary of Energy and Cost Saving: .......................................................................................... 7
Conclusion: ................................................................................................................................... 8
References: ................................................................................................................................... 9
List of Tables:
Table 1. Household appliances with their wattage and average daily usage ............................... 4
Table 2. Average annual consumption of energy (kWh/year) by the household appliances ........ 4
Table 3. Cost of energy consumption by the appliances annually ................................................ 5
Table 4. Potential saving in energy consumption and saving in energy cost ............................... 8
2 | P a g e
Sustainable Energy System
Introduction:
In any modern societies in the world there are continuously increasing concerns over availability
of energy, energy consumption efficiency and reduction in losses over network. In developed
countries it is a challenging task to achieve sustainability in energy efficiency and growth. On the
other hand for developing countries challenge is to achieve self-reliance and ene.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
Delivering Micro-Credentials in Technical and Vocational Education and TrainingAG2 Design
Explore how micro-credentials are transforming Technical and Vocational Education and Training (TVET) with this comprehensive slide deck. Discover what micro-credentials are, their importance in TVET, the advantages they offer, and the insights from industry experts. Additionally, learn about the top software applications available for creating and managing micro-credentials. This presentation also includes valuable resources and a discussion on the future of these specialised certifications.
For more detailed information on delivering micro-credentials in TVET, visit this https://tvettrainer.com/delivering-micro-credentials-in-tvet/
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
Thinking of getting a dog? Be aware that breeds like Pit Bulls, Rottweilers, and German Shepherds can be loyal and dangerous. Proper training and socialization are crucial to preventing aggressive behaviors. Ensure safety by understanding their needs and always supervising interactions. Stay safe, and enjoy your furry friends!
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
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
Survive the Unthinkable Through Crisis PlanningWhat is a Crisis.docx
1. 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
2. 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
3. · 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 involvement.
· If you ignore the situation it will only get worse.
· Don't let the lawyers make the decisions. While they are good
intentioned it may cause the crisis to escalate.
· The cause of almost all crises fall into two broad categories:
· Overt acts and acts of omission.
· Issues of competence or lack thereof in matters of public
perception.
Crisis Communications Plan Checklist
· Can we move immediately?
· Can we switch on a plan?
· Can resources be called out immediately, 7 days a week, 24
hours a day?
· Do we know what to say?
· Do we know who we want to reach - in order of priority?
· Do we have trained crisis communications managers to
implement our plan?
Steps to Plan for a Crisis
1. The need for, and benefits of, a plan.
2. The types of crises which your organization may face.
3. Categorize these under broad headings: accidents, financial,
4. personnel, abuse, etc.
4. Identify crisis management team - both permanent and ad hoc
members, the decision-making process, approvals, etc..
5. Establish protocols, sign-offs, responsibilities, time frames
(the goal is to short-circuit the usual decision-making approvals
to allow the organization to be able to react quickly enough in a
crisis). Identify third-party potential supporters or credible
experts who can play a role in public assurances (for example,
U.S. FDA Commissioner David Kessler's role of public
reassurance during the Pepsi syringe-in-a-bottle crisis was a
vital component of the Corporation's credibility).
6. Coordinate responsibilities with other Departments and
agencies, and corporations and how they are to be involved -
define criteria for designating lead agency status.
7. The principles which apply when communicating with the
media.
8. Identify and prioritize target audiences and then identify
channels of communications; update media list; consider
alternate communications sources: newsletters, Internet, email,
fax-on-demand, 1-800 lines,
9. Develop stand-by message and tactics. Prepare templated
media tools, ready-to-use: news releases, media statements, fact
sheets, backgrounds which should be prepared in advance, etc.
10. A system to test the crisis management plan.
11. How the crisis management plan can be assessed post-crisis
so that the organization can learn from each one.
· College Example:
5. http://webpages.acs.ttu.edu/jstill/3365/Plan_Example.htm
The Crisis Communication Team
Should be comprised of individuals who are key to the situation.
Include as a minimum...
· the CEO,
· the chief of Public Relations,
· the Vice President,
· the Senior manager from the division in charge of the area that
was involved in the situation that has brought about the crisis,
· the safety and/or security officer,
· the organization Lawyer,
· organization's designated spokesperson (and backup)
· anyone else who might be able to shed some light on the
situation such as eye witnesses.
Media Strategy and Plan
Here are the key things to remember when dealing with the
media in a crisis situation:
· Know what you want to say and repeat it often
· Don't wait until you have "something to tell them". If you
don't know, tell them you don't know and when you might have
an answer.
· Be honest.
· Stick to the facts. Don't guess or speculate.
6. · Be concise and direct.
· Be aware of non-verbal communication you give. Dress
appropriately, watch you mannerisms, and stay cool.
· Know the level of understanding of the reporter and their
audience and speak to that.
· Have talking points or key messages prepared.
Sample News Release:
http://webpages.acs.ttu.edu/jstill/3365/crisis_notes.htm#Sample
%20News%20Release
Designated Spokesperson
In a crisis, the communicator's responsibilities include:
· Ensuring that the quality of communications itself does not
become the issue.
· Driving the communications process pro actively rather than
in a merely reactive manner.
· Maintaining tight control over who speaks on behalf of the
organization. All media and public communications should be
limited to one spokesperson wherever possible. Utilize the
public role of the CEO or the Agency Head to the maximum
benefit. This means making the CEO visible early and at key
announcements throughout the process.
· Staying on message. Never make accidental news. Rigorously
brief key officials prior to any announcement and role-play all
awkward questions to ensure consistency of messages.
· Demonstrating empathy and caring about people; recognize
public anxiety - don't dismiss it.
7. Criteria for the spokesperson, backup spokesperson and crisis
communication expert is:
· comfortable in front of a TV camera and with reporters.
· preferably, skilled in handling media,
· skilled in directing responses to another topic,
· skilled in identifying key points,
· able to speak without using jargon,
· respectful of the role of the reporter,
· knowledgeable about the organization and the crisis at hand
· able to establish credibility with the media,
· able to project confidence to the audience,
· suitable in regard to diction, appearance and charisma,
· sincere, straightforward and believable,
· accessible to the media and to internal communications
personnel who will facilitate media interviews,
· able to remain calm in stressful situations.
In addition to the primary spokesperson and the backup
spokesperson, individuals who will serve as technical experts or
advisors should be designated. These resources might include a
financial expert, an engineer, a leader in the community or
anyone your company deems necessary during a specific kind of
crisis.
8. More on Media Handling, Presentation and Media Do's and
Don'ts
Media Questions and Focus of Coverage < first news cycle
· What happened? (focus on facts or allegations)
· How much? (damage, money involved)
· Who was involved? (victims, accused etc.)
· What are you doing to help? Is there a credible response
underway?)
Nature of Initial Coverage:
· The media must report immediately with little or no
background or context.
Therefore, early on in a crisis, there is a heavy reliance on
rumors, eye-witness accounts, unsubstantiated comments. Even
though most journalists are responsible enough to label these
comments appropriately, it doesn't prevent them from reporting
rumors. This is particularly true of live radio or television
coverage. "There is a report, Dan, which we cannot confirm at
this time, that the company has had a history of these incidents
Media Questions and Focus of Coverage < second news cycle
· What was the cause of the accident, incident, bank collapse?
(every conceivable cause is explored)
· Is this part of a pattern?
· Who will pay?
· What is the potential damage to reputation, stock price, ability
of campaign to survive, political support, or future plans?
Media Questions and Focus of Coverage < subsequent news
cycles
With full-blown media coverage, the media are in a feeding
frenzy. It's no longer a case of defined "news cycles" (which
live broadcasts have virtually eliminated anyway). Instead, the
media are crawling over each other to report anything about the
case. Every morsel of information is feasted upon.
Verified and unverified information is treated equally. It still
doesn't have to be true, it just has to be "interesting". The
mistake most organizations make is to keep adding "wrinkles"
9. to the original story thus ensuring the issue stays in the news.
The event will spiral out of control into a full-blown crisis if a
new and damaging allegation or revelation comes along. When
new issues emerge some organizations are unfortunately still
fighting "yesterday's issue". The organization can become either
frozen in fear or fires back all guns blazing in a transparent
effort to shift the blame.
What will further seal the fate of the company is if the CEO
tries to stay out of it (under the mistaken impression that the
right image to convey is "business as usual").
Practicing Tough Questions
A crisis situation is always difficult when dealing with the
media. Therefore, tough questions and rehearsals are necessary
to help the spokesperson prepare.
It is important, at the onset of the crisis, that the spokesperson,
backup and advisors spend some time rehearsing prepared
statements and answers to possible "tough" questions that may
be asked by reporters. If possible, similar rehearsals should be
conducted prior to each media interview, briefing or news
conference. It is also important to anticipate and practice new
questions as the story evolves.
It is better to over-prepare than to be surprised by the depth of
questioning by the media. Be tough and be prepared.
The Communications/Public Relations staff should prepare
questions and answers for the practice sessions. These questions
and answers should be for internal use only and not for
distribution outside the organization.
Don't volunteer information unless it is a point the company
wants to make and the question hasn't been asked.
Don't talk off the record.
Prepared Statements
If you don't communicate immediately, you lose your greatest
opportunity to control events. (Below is a fill-in the blanks
news release that can be used with little or no preparation as
your first news release). Your first news release should include
at a minimum the who, what, when and where of the situation.
10. You must give the facts that have been gathered from reliable
sources and confirmed. Don't over-reach and don't speculate.
There is a limit to your role. To exceed that limit is a mistake.
If you do nothing more than show concern for the public and for
your employees in your first press interaction, you are already
on the right track. The corollary of expressing concern and
generating good will at the consumer level is securing the
loyalty of your customers and employees by taking the initiative
to share information with them. If your employees and
customers don't feel like insiders, they are going to act like
outsiders.
You must have a prepared statement on hand that can be used to
make an initial general response to the media when knowledge
about the crisis first becomes known on a widespread basis or
by reporters.
As the crisis progresses and new information and facts become
available, it is also advisable to develop prepared statements to
be made by the spokesperson at the onset of any media
interview, briefing or news conference.
These prepared statements also can be read over the telephone
to reporters who call to request information but are not
represented at news conferences or briefings. The statement can
also be sent by FAX or e-mail upon request.
Sample News Release
A ___________________ at ____________________ involving
__________________ occurred today at ________________ .
The incident is under investigation and more information is
forthcoming.
A (what happened) at (location) involving (who) occurred today
at (time). The incident is under investigation and more
information is forthcoming.
For instance:
An explosion at 1210 Market Street, the main plant for the
Acme Toy Company occurred today at 3 p.m. The incident is
under investigation and more information is forthcoming.
You could put down a definitive time for the next news
11. conference or release of information if you know it but it is not
necessary. This will not solve your problems, but may buy you
enough time to prepare for the next news conference or release.
When you are answering questions . . .
- Remain friendly, cool-headed and confident.
- Answer only the questions asked and do so as succinctly and
clearly as possible.
- Remember that you do not always have to know everything.
You can say "I will have to check that out for you--please see
me after the meeting.
- Avoid allowing one person to dominate the questions by
moving on: "Thank you for your interest. I'll be glad to talk to
you about your concerns after the meeting. Right now let's see
if anyone else has questions for the group.
- See to it that arrangements are made for distributing
information materials to the group, if requested/appropriate.
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
12. 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.
13. · 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 involvement.
· If you ignore the situation it will only get worse.
· Don't let the lawyers make the decisions. While they are good
intentioned it may cause the crisis to escalate.
· The cause of almost all crises fall into two broad categories:
· Overt acts and acts of omission.
· Issues of competence or lack thereof in matters of public
perception.
14. Crisis Communications Plan Checklist
· Can we move immediately?
· Can we switch on a plan?
· Can resources be called out immediately, 7 days a week, 24
hours a day?
· Do we know what to say?
· Do we know who we want to reach - in order of priority?
· Do we have trained crisis communications managers to
implement our plan?
Steps to Plan for a Crisis
1. The need for, and benefits of, a plan.
2. The types of crises which your organization may face.
3. Categorize these under broad headings: accidents, financial,
personnel, abuse, etc.
4. Identify crisis management team - both permanent and ad hoc
members, the decision-making process, approvals, etc..
5. Establish protocols, sign-offs, responsibilities, time frames
(the goal is to short-circuit the usual decision-making approvals
to allow the organization to be able to react quickly enough in a
crisis). Identify third-party potential supporters or credible
experts who can play a role in public assurances (for example,
U.S. FDA Commissioner David Kessler's role of public
reassurance during the Pepsi syringe-in-a-bottle crisis was a
vital component of the Corporation's credibility).
6. Coordinate responsibilities with other Departments and
agencies, and corporations and how they are to be involved -
define criteria for designating lead agency status.
7. The principles which apply when communicating with the
media.
15. 8. Identify and prioritize target audiences and then identify
channels of communications; update media list; consider
alternate communications sources: newsletters, Internet, email,
fax-on-demand, 1-800 lines,
9. Develop stand-by message and tactics. Prepare templated
media tools, ready-to-use: news releases, media statements, fact
sheets, backgrounds which should be prepared in advance, etc.
10. A system to test the crisis management plan.
11. How the crisis management plan can be assessed post-crisis
so that the organization can learn from each one.
· College Example:
http://webpages.acs.ttu.edu/jstill/3365/Plan_Example.htm
The Crisis Communication Team
Should be comprised of individuals who are key to the situation.
Include as a minimum...
· the CEO,
· the chief of Public Relations,
· the Vice President,
· the Senior manager from the division in charge of the area that
was involved in the situation that has brought about the crisis,
· the safety and/or security officer,
· the organization Lawyer,
· organization's designated spokesperson (and backup)
· anyone else who might be able to shed some light on the
16. situation such as eye witnesses.
Media Strategy and Plan
Here are the key things to remember when dealing with the
media in a crisis situation:
· Know what you want to say and repeat it often
· Don't wait until you have "something to tell them". If you
don't know, tell them you don't know and when you might have
an answer.
· Be honest.
· Stick to the facts. Don't guess or speculate.
· Be concise and direct.
· Be aware of non-verbal communication you give. Dress
appropriately, watch you mannerisms, and stay cool.
· Know the level of understanding of the reporter and their
audience and speak to that.
· Have talking points or key messages prepared.
Sample News Release:
http://webpages.acs.ttu.edu/jstill/3365/crisis_notes.htm#Sample
%20News%20Release
Designated Spokesperson
In a crisis, the communicator's responsibilities include:
· Ensuring that the quality of communications itself does not
become the issue.
17. · Driving the communications process pro actively rather than
in a merely reactive manner.
· Maintaining tight control over who speaks on behalf of the
organization. All media and public communications should be
limited to one spokesperson wherever possible. Utilize the
public role of the CEO or the Agency Head to the maximum
benefit. This means making the CEO visible early and at key
announcements throughout the process.
· Staying on message. Never make accidental news. Rigorously
brief key officials prior to any announcement and role-play all
awkward questions to ensure consistency of messages.
· Demonstrating empathy and caring about people; recognize
public anxiety - don't dismiss it.
Criteria for the spokesperson, backup spokesperson and crisis
communication expert is:
· comfortable in front of a TV camera and with reporters.
· preferably, skilled in handling media,
· skilled in directing responses to another topic,
· skilled in identifying key points,
· able to speak without using jargon,
· respectful of the role of the reporter,
· knowledgeable about the organization and the crisis at hand
· able to establish credibility with the media,
· able to project confidence to the audience,
18. · suitable in regard to diction, appearance and charisma,
· sincere, straightforward and believable,
· accessible to the media and to internal communications
personnel who will facilitate media interviews,
· able to remain calm in stressful situations.
In addition to the primary spokesperson and the backup
spokesperson, individuals who will serve as technical experts or
advisors should be designated. These resources might include a
financial expert, an engineer, a leader in the community or
anyone your company deems necessary during a specific kind of
crisis.
More on Media Handling, Presentation and Media Do's and
Don'ts
Media Questions and Focus of Coverage < first news cycle
· What happened? (focus on facts or allegations)
· How much? (damage, money involved)
· Who was involved? (victims, accused etc.)
· What are you doing to help? Is there a credible response
underway?)
Nature of Initial Coverage:
· The media must report immediately with little or no
background or context.
Therefore, early on in a crisis, there is a heavy reliance on
rumors, eye-witness accounts, unsubstantiated comments. Even
though most journalists are responsible enough to label these
comments appropriately, it doesn't prevent them from reporting
rumors. This is particularly true of live radio or television
coverage. "There is a report, Dan, which we cannot confirm at
this time, that the company has had a history of these incidents
Media Questions and Focus of Coverage < second news cycle
19. · What was the cause of the accident, incident, bank collapse?
(every conceivable cause is explored)
· Is this part of a pattern?
· Who will pay?
· What is the potential damage to reputation, stock price, ability
of campaign to survive, political support, or future plans?
Media Questions and Focus of Coverage < subsequent news
cycles
With full-blown media coverage, the media are in a feeding
frenzy. It's no longer a case of defined "news cycles" (which
live broadcasts have virtually eliminated anyway). Instead, the
media are crawling over each other to report anything about the
case. Every morsel of information is feasted upon.
Verified and unverified information is treated equally. It still
doesn't have to be true, it just has to be "interesting". The
mistake most organizations make is to keep adding "wrinkles"
to the original story thus ensuring the issue stays in the news.
The event will spiral out of control into a full-blown crisis if a
new and damaging allegation or revelation comes along. When
new issues emerge some organizations are unfortunately still
fighting "yesterday's issue". The organization can become either
frozen in fear or fires back all guns blazing in a transparent
effort to shift the blame.
What will further seal the fate of the company is if the CEO
tries to stay out of it (under the mistaken impression that the
right image to convey is "business as usual").
Practicing Tough Questions
A crisis situation is always difficult when dealing with the
media. Therefore, tough questions and rehearsals are necessary
to help the spokesperson prepare.
It is important, at the onset of the crisis, that the spokesperson,
backup and advisors spend some time rehearsing prepared
statements and answers to possible "tough" questions that may
be asked by reporters. If possible, similar rehearsals should be
conducted prior to each media interview, briefing or news
conference. It is also important to anticipate and practice new
20. questions as the story evolves.
It is better to over-prepare than to be surprised by the depth of
questioning by the media. Be tough and be prepared.
The Communications/Public Relations staff should prepare
questions and answers for the practice sessions. These questions
and answers should be for internal use only and not for
distribution outside the organization.
Don't volunteer information unless it is a point the company
wants to make and the question hasn't been asked.
Don't talk off the record.
Prepared Statements
If you don't communicate immediately, you lose your greatest
opportunity to control events. (Below is a fill-in the blanks
news release that can be used with little or no preparation as
your first news release). Your first news release should include
at a minimum the who, what, when and where of the situation.
You must give the facts that have been gathered from reliable
sources and confirmed. Don't over-reach and don't speculate.
There is a limit to your role. To exceed that limit is a mistake.
If you do nothing more than show concern for the public and for
your employees in your first press interaction, you are already
on the right track. The corollary of expressing concern and
generating good will at the consumer level is securing the
loyalty of your customers and employees by taking the initiative
to share information with them. If your employees and
customers don't feel like insiders, they are going to act like
outsiders.
You must have a prepared statement on hand that can be used to
make an initial general response to the media when knowledge
about the crisis first becomes known on a widespread basis or
by reporters.
As the crisis progresses and new information and facts become
available, it is also advisable to develop prepared statements to
be made by the spokesperson at the onset of any media
interview, briefing or news conference.
These prepared statements also can be read over the telephone
21. to reporters who call to request information but are not
represented at news conferences or briefings. The statement can
also be sent by FAX or e-mail upon request.
Sample News Release
A ___________________ at ____________________ involving
__________________ occurred today at ________________ .
The incident is under investigation and more information is
forthcoming.
A (what happened) at (location) involving (who) occurred today
at (time). The incident is under investigation and more
information is forthcoming.
For instance:
An explosion at 1210 Market Street, the main plant for the
Acme Toy Company occurred today at 3 p.m. The incident is
under investigation and more information is forthcoming.
You could put down a definitive time for the next news
conference or release of information if you know it but it is not
necessary. This will not solve your problems, but may buy you
enough time to prepare for the next news conference or release.
When you are answering questions . . .
- Remain friendly, cool-headed and confident.
- Answer only the questions asked and do so as succinctly and
clearly as possible.
- Remember that you do not always have to know everything.
You can say "I will have to check that out for you--please see
me after the meeting.
- Avoid allowing one person to dominate the questions by
moving on: "Thank you for your interest. I'll be glad to talk to
you about your concerns after the meeting. Right now let's see
if anyone else has questions for the group.
- See to it that arrangements are made for distributing
information materials to the group, if requested/appropriate.
Julie Zink, Ph.D.
22. CRISIS COMMUNICATION
What is a Crisis?
An unpredictable event that threatens important expectancies of
stakeholders and can seriously impact an organization’s
performance and generate negative outcomes.
Questions to Ask
What are the worst things that can happen to my organization?
What can we prevent?
What are we willing to do to prevent the event/incident?
Can we afford the risk?
How will we deal with it?
What is the reporting and communication process during the
crisis?
Common Mistakes
23. Inadequate planning
Failure to bring the business into the planning and testing of
your recovery efforts
Failure to gain support from senior-level managers
Nine Steps of Crisis Response
1
2
3
4
5
6
7
8
9
Crisis Occurs
Verify situation
Conduct notification
Conduct assessment (activate crisis plan)
Organize assignments
Prepare information and obtain approvals
Release information to media, public, partners through arranged
channels
Obtain feedback and conduct crisis evaluation
24. Conduct public education
Monitor events
3 Keys to Crisis Communications
Honesty
Let everyone on your team know that your integrity is the most
valuable commodity you have in a crisis and it must not be
compromised.
Speed
The dynamics of a crisis can change based on external events.
Once identified, empower your team to make the tactical
decisions required to communicate events as they unfold.
Images
People believe what they see over what they hear. You can have
great talking points and a great spokesperson destroyed because
the words are out of sync with the images coming from the
scene.
What the Public Will Ask First
Are my family and I safe?
25. What have you found that may affect me?
What can I do to protect myself and my family?
Who caused this?
Can you fix it?
What the Media Will Ask First
What happened?
Who is in charge?
Has this been contained?
Are victims being helped?
What can we expect?
What should we do?
Why did this happen?
Did you have forewarning?
Elements of a Complete Crisis Communication Plan
Signed endorsement from director
Designated staff responsibilities
Information verification and clearance/release procedures
Agreements on information release authorities
Media contact list
Procedures to coordinate with public health organization
response teams
Designated spokespersons
Emergency response team after-hours contact numbers
Emergency response information partner contact numbers
Partner agreements
26. Procedures/plans on how to get resources you’ll need
Pre-identified vehicles of information dissemination
Julie Zink, Ph.D.
CRISIS COMMUNICATION
What is a Crisis?
An unpredictable event that threatens important expectancies of
stakeholders and can seriously impact an organization’s
performance and generate negative outcomes.
Questions to Ask
What are the worst things that can happen to my organization?
What can we prevent?
What are we willing to do to prevent the event/incident?
Can we afford the risk?
How will we deal with it?
What is the reporting and communication process during the
27. crisis?
Common Mistakes
Inadequate planning
Failure to bring the business into the planning and testing of
your recovery efforts
Failure to gain support from senior-level managers
Nine Steps of Crisis Response
1
2
3
4
5
6
7
8
9
Crisis Occurs
Verify situation
Conduct notification
28. Conduct assessment (activate crisis plan)
Organize assignments
Prepare information and obtain approvals
Release information to media, public, partners through arranged
channels
Obtain feedback and conduct crisis evaluation
Conduct public education
Monitor events
3 Keys to Crisis Communications
Honesty
Let everyone on your team know that your integrity is the most
valuable commodity you have in a crisis and it must not be
compromised.
Speed
The dynamics of a crisis can change based on external events.
Once identified, empower your team to make the tactical
decisions required to communicate events as they unfold.
Images
29. People believe what they see over what they hear. You can have
great talking points and a great spokesperson destroyed because
the words are out of sync with the images coming from the
scene.
What the Public Will Ask First
Are my family and I safe?
What have you found that may affect me?
What can I do to protect myself and my family?
Who caused this?
Can you fix it?
What the Media Will Ask First
What happened?
Who is in charge?
Has this been contained?
Are victims being helped?
What can we expect?
What should we do?
Why did this happen?
Did you have forewarning?
Elements of a Complete Crisis Communication Plan
Signed endorsement from director
30. Designated staff responsibilities
Information verification and clearance/release procedures
Agreements on information release authorities
Media contact list
Procedures to coordinate with public health organization
response teams
Designated spokespersons
Emergency response team after-hours contact numbers
Emergency response information partner contact numbers
Partner agreements
Procedures/plans on how to get resources you’ll need
Pre-identified vehicles of information dissemination