Crisis Communication:Taking Strategic Lead During Crisis

1. CRISIS COMMUNICATION:
Taking Strategic Lead During
Crisis
Dr.Arivalan.PhD

2. Note to the participants:
 This workshop shall be customized to suit the
participants’ real life applications. Therefore some
slides shall be skipped intentionally. However the
skipped slides could be used as further references
after this workshop.

3. 3

4. CRISIS MANAGEMENT
Key issues

5. Crisis Management
Crisis management is the process by
which an organization deals with a
major unpredictable event that
threatens to harm the organization, its
stakeholders, or the general public

6. Elements of a Crisis
Three elements are common to most
definitions of crisis:
(a)a threat to the organization,
(b) the element of surprise,
(c)a short decision time
(d)a need for change

7. Crisis management - 1
Crisis management consists of:
Methods used to respond to both the
reality and perception of crises
Establishing metrics to define what
scenarios constitute a crisis and
should consequently trigger the
necessary response mechanisms.
Communication that occurs within the
response phase of emergency
management scenarios

8. Crisis Management - 2
The credibility and reputation of
organizations is heavily influenced by
the perception of their responses
during crisis situations

9. Crisis Management - 3
* respond to a crisis in a timely fashion
makes for a challenge in businesses.
* must be open and consistent
communication throughout the
hierarchy to contribute to a successful
crisis communication process.

10. Purpose of crisis
management:
 Prevention
 Survival
 Successful
outcomes

11. 11
Communication Mechanisms
during a Crisis:
 Inside Alert
 News Releases
 Media Briefings and News
Conferences
 World Wide Web
 Voice Mail
 Flyers
 Housing Residential Staff
 Cable Information Channel
 Phone Bank
 Hotline

12. Common features of a crisis:
 The situation materialises unexpectedly
 Decisions are required urgently
 Time is short
 Specific threats are identified
 Urgent demands for information are received
 There is sense of loss of control
 Pressures build over time
 Routine business become increasingly difficult
 Demands are made to identify someone to blame
 Outsiders take an unaccustomed interest
 Reputation suffers
 Communications are increasingly difficult to
manage

13. Amanda Vermeulen July 2006
"I think the best way
to put it is that
there were very
poor
communications at
the time. We
weren't able to get
clear, accurate
information out to
the media and the
public. ... And at
that point the
media went to
other sources for
their information."
Tom Kauffman
Three Mile Island, 28 March 1979

14. Amanda Vermeulen July 2006
 A relatively minor malfunction in the secondary
cooling circuit caused the temperature in the
primary coolant to rise
 The reactor shut down automatically
 A relief valve failed to close, but
instrumentation didn’t reveal it
 So much of the primary coolant drained away
that the reactor core overheated
 The core suffered severe damage
 BUT only a small amount of radioactive
material was released
Three Mile Island

15. Amanda Vermeulen July 2006
Three Mile Island
The communication mistakes:
 Operator Metropolitan Edison (MetEd) released
little information in the first hours and days
 First news conference was only 12 hours after
the accident but news had already leaked
 MetEd official admitted they knew radioactive
particles were entering the atmosphere as even
as they held the press conference. But a
decision was taken NOT to inform media and
public.
 A company official later admitted he did not
mention any releases into the environment
"because he had not been asked directly.”

16. Amanda Vermeulen July 2006
Three Mile Island
The communication mistakes:
 MetEd chose to withhold information that was
perceived as being in the “vital interests” of the
general public once it finally became available
 What appeared in the media was "informed
speculation," often from sources in the
antinuclear movement and often of an alarmist
character
 the public was unable to determine its accuracy
 the media had not reported on nuclear accidents
before so had little experience in verifying the
accuracy
 this led to widespread confusion and long-term
distrust of the nuclear energy industry

17. Types of Crises
 Natural disasters
 Malevolence
 Technical breakdowns
 Human breakdowns
 Challenges
 Mega-damage
 Organizational misdeeds
 Workplace violence
 Rumors

18. Three Categories of Crisis
• Victim crises: very weak crisis
responsibility.
• Accident crises: minimal crisis
responsibility.
• Intentional crises: strong crisis
responsibility.

19. Victim Crises
• Natural disasters: acts of nature such as
tornadoes or earthquakes.
• Rumors: false and damaging information
being circulated about your organization.
• Workplace violence: attack by former or
current employee on current employees
on-site.
• Product tampering/malevolence:
external agent causes damage to the
organization.

20. Accidental
• Challenges: stakeholders claim that the
organization is operating in an
inappropriate manner.
• Technical error accidents: equipment or
technology failure that causes an
industrial accident.
• Technical error product harm:
equipment or technology failure that
causes a product to be defective or
potentially harmful.

21. Preventable Crises
Human-error accidents: industrial
accident caused by human error.
Human-error product harm: product
is defective or potentially harmful
because of human error.
Organizational misdeed: management
actions that put stakeholders at risk
and/or violate the law.

22. Crisis Management
Types of crises of organizational
misdeeds:
- crises of skewed management values
- crises of deception
- crises of management misconduct.

23. Contingency Planning
• Plan in advance
• Rehearse via simulation
• Stipulate who the spokesperson is
• Speed and efficiency in response to
crisis
• Offer accurate information or it will
backfire
• Plan offers info and guidance to help
decision makers deal with long-term
effects of decisions

24. Role of apologies in crisis
management
• Controversial - for fear of legal
outcomes
• Evidence says that a compensation
and sympathy are effective
• True contrition includes sympathy for
victims and offers of compensation to
offset losses or suffering

25. Common features of a crisis:
 The situation materialises unexpectedly
 Decisions are required urgently
 Time is short
 Specific threats are identified
 Urgent demands for information are received
 There is sense of loss of control
 Pressures build over time
 Routine business become increasingly difficult
 Demands are made to identify someone to blame
 Outsiders take an unaccustomed interest
 Reputation suffers
 Communications are increasingly difficult to
manage

26. Amanda Vermeulen July 2006
Russian submarine Kursk
sinks, all souls are lost.
President Vladimir Putin is
slow to react, remaining at
his holiday home in Sochi
for six days.
The Kursk

27.  While on a naval exercise, the Kursk sinks in
the Barents Sea on 12 August 2000, trapping
the crew
 The navy only makes an announcement the
following day
 A rescue is only mounted on 14 August
 Russia asks for international help on 16
August
 Putin returns from vacation on 18 August, six
days after the sinking
 Putin meets the families of the Kursk’s crew
on 22 August, admitting to a “feeling of guilt
and responsibility”, but attacks the media for
making political capital out of the disaster on
TV.
The Kursk

28. The communication mistakes:
 All information was released at navy base so
media were effectively locked out
 Navy withheld much information, forcing
media to ‘bribe’ officials for crew list
 Sensational footage of mother of one of the
crew being ‘sedated’ against her will by
officials
 Government press officials reacted extremely
slowly
 Shooting the messenger
The Kursk

29. Three criteria of success:
Has organisational capacity been
restored?
Have losses been minimised?
Have lessons been learned?

31. 31
How Do We Communicate?

32. 32
Myths
(Chess et al. 1988)
Myth:
We don't have enough time and resources
to have a risk communication program.
Action:
Train all your staff to communicate more
effectively.
Plan projects to include time to involve
the public.

33. 33
Myths
(Chess et al. 1988)
Myth:
Telling the public about a risk is more
likely to unduly alarm people than
keeping quiet.
Action:
Decrease potential for alarm by giving
people a chance to express their
concerns.

34. 34
Myths
(Chess et al. 1988)
Myth:
Communication is less important than
education.
If people knew the true risks, they would
refuse to accept them.
Action:
Pay as much attention to your process
for dealing with people as you do to
explaining the data.

35. 35
Myths
(Chess et al. 1988)
Myth:
We shouldn't go to the public until we
have solutions to environmental health
problems.
Action:
Release and discuss information about
risk management options and involve
communities in strategies in which they
have a stake.

36. 36
Myths
(Chess et al. 1988)
Myth:
These issues are too difficult for the
public to understand.
Action:
Separate public disagreement with your
policies from misunderstanding of the
highly technical issues.

37. 37
Myths
(Chess et al. 1988)
Myth:
Technical decisions should be left in the
hands of technical people.
Action:
Provide the public with information.
Listen to community concerns.
Involve staff with diverse backgrounds in
developing policy.

38. 38
Myths
(Chess et al. 1988)
Myth:
Risk communication is not my job.
Action:
As a public servant, you have a
responsibility to the public.
Learn to integrate communication into
your job and help others do the same.

39. 39
Myths
(Chess et al. 1988)
Myth:
If we give them an inch, they'll take a
mile.
Action:
If you listen to people when they are
asking for inches, they are less likely to
demand miles.
Avoid the battleground.
Involve people early and often.

40. 40
Myths
(Chess et al. 1988)
Myth:
If we listen to the public, we will devote
scarce resources to issues that are not a
great threat to public health.
Action:
Listen early to avoid controversy and the
potential for disproportionate attention to
lesser issues.

41. 41
Myths
(Chess et al. 1988)
Myth:
Activist groups are responsible for
stirring up unwarranted concerns.
Action:
Activists help to focus public anger.
Many environmental groups are
reasonable and responsible.
Work with groups rather than against
them.

42. 42
Develop a Plan
Anticipate potential questions
Prepare accurate, understandable, and
consistent messages
PRACTICE, PRACTICE, PRACTICE

43. 43

44. 44

45. 45
Goal #1: Ease concern to
necessary levels
Saying “don’t panic” will not allay
fears: you must provide clear
indication of why they shouldn’t worry
Example: “The risk is low” or “the disease
is treatable”
If threat is real and action is required,
don’t encourage complacency

46. 46
Goal # 2: Give guidance
Give clear instructions on what
precautions to take
Provide a list of symptoms to look for
in themselves and others
Suggest when to call a physician
Giving ACTION items to public
provides comfort and detracts from
focus on panic
EXAMPLE: US Duct tape Campaign

47. 47
Proper Body Language is
Essential
Maintain good eye contact
Do not cross your arms
otherwise you could appear defensive or
uninterested
Resting your head in your hands
makes you look tired or bored
Watch your tone of voice
a loud or high pitch voice can suggest
hostility or nervousness

48. 48
Seven Cardinal Rules of Risk
Communication
(Covello and Allen, 1988)
Accept and involve the public as a
partner
Plan carefully and evaluate your efforts
Listen to the Public’s specific concerns
Be honest, frank, and open
Work with other credible sources
Meet the needs of the media
Speak clearly and with compassion

49. Company Resources/Functions
Information
Technology
Security
Legal
Environment,
Health
& Safety
Operations
Finance &
Accounting
TEAM
HR/Communications
(incl. public affairs)

59. 5/8/2015 59
Crisis Communication
“A crisis is unpredictable but
not unexpected”
- Timothy Combs

60. Emergency Personnel Team
Spokesperson (1-2)
Phone team
Researcher and writer
Business continuity
Decision maker
Legal council, if
applicable

61. Notification Procedures
1. Emergency Personnel
Team
2. Board of Directors
3. Employees
4. Members
5. Other Stakeholders

62. Communication Procedures
1. Platform
2. Priority
3. Policy

63. RESPONSE
Emergency Notification
Gathering Information
Releasing Information
 Stages of Crisis

64. 5/8/2015 64
1A. Assessing situation
Evaluate issues in two dimensions
likelihood
impact
Evaluate risks with risk mgt. grid
Evaluate relational threats
Power(Leverage)
Legitimacy (Value driven)
Willingness (Desire for action

65. 5/8/2015 65
Assessing cont.
RelationshipsRisks
Issues
•Scenarios
•Rankings
•ROTs HistoryIntuitions

66. 5/8/2015 66
Assessing cont.
 Historical Types of
Crises
Natural disasters
Malevolence
(kidnapping,
product tampering,
terrorism etc. )
Technical
breakdowns
Human breakdowns
 Challenges
(boycotts, strikes,
lawsuits,
government
actions)
 Megadamage (oil
spills, radioactivity)
 Organ. Misdeeds
 Workplace violence
 Rumors

67. 5/8/2015 67
2B. Designing Tools & Systems
Select Crisis Management Team
Select Spokespersons
Develop Crisis Management Plan
Prepare Crisis Communication System

68. 5 communication failures
that kill operational success
1. Mixed messages from multiple
experts
2. Information released late
3. Paternalistic attitudes
4. Not countering rumors and myths in
real-time
5. Public power struggles and confusion

69. Messages and
Audiences

70. 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?

71. 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?

72. Writing for the Media
During a Crisis
The pressure will be tremendous from
all quarters.
It must be fast and accurate.
It’s like cooking a turkey when people
are starving.
If information isn’t finalized, explain
the process.

73. Public Information Release
What to release
When to release
How to release
Where to release
Who to release
Why release

74. 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
Conduct public education
Monitor events

75. 5 communication steps that
boost operational success
1. Execute a solid communication plan
2. Be the first source for information
3. Express empathy early
4. Show competence and expertise
5. Remain honest and open

76. 5/8/2015 76
Selecting the CMT
 Skills of the spokesperson
Appear pleasant on camera (visual, nonverbal)
Answer questions effectively
Don’t argue with reporters
Avoid “no comment” comment (65% believe “no comment” =
“guilty”
Challenge incorrect information
Assess assumptions of questions
Legitimize
Present information clearly
 Avoid jargon
 Provide structure

77. 5/8/2015 77
Develop Crisis Management
Plan
What is it?
A potential action plan
Used during the crisis
Focuses on “how-to”
What it is not?
Overly detailed
Rigid

78. Prepare Information and
Obtain Approvals
Develop message.
Identify audiences.
What do media want to know?
Show empathy.
What is the organization’s response?
Identify action steps for public.
Execute the approval process from the
plan.

79. Need More Breathing Room?
Response to Inquiries (you are authorized to give out the following information)
Date: __________ Time: __________ Approved by: ___________________________________________
This is an evolving emergency and I know that, just like we do, you want as much information as possible right now.
While we work to get your questions answered as quickly as possible, I want to tell you what we can confirm right now:
At approximately, ________ (time), a (brief description of what happened) ____________________________________
________________________________________________________________________________________________
__________________________________________________.
At this point, we do not know the number of (persons ill, persons exposed, injuries, deaths, etc.).
We have a system (plan, procedure, operation) in place for just such an emergency and we are being assisted by
(police, FBI, EOC) as part of that plan.
The situation is (under)(not yet under) control, and we are working with (local, State, Federal) authorities to (e.g., contain
this situation, determine how this happened, determine what actions may be needed by individuals and the community
to prevent this from happening again).
We will continue to gather information and release it to you as soon as possible. I will be back to you within (amount of
time, 2 hours or less) to give you an update. As soon as we have more confirmed information, it will be provided. We ask
for your patience as we respond to this emergency.
Try this for an initial press statement

80. 5/8/2015 80
Selecting Spokespersons
Principle - “One voice is more
important than one person”
Role - Manage the accuracy &
consistency of the messages coming
from the organization
Communication should be guided by
the 5 C’s: Concern, clarity, control,
confidence, & competence

81. 5/8/2015 81
Prepare Crisis
Communication System
Physical setup
Prepare tools
Intranet
Internet
Phones
Prepare team

82. Public Information Release
Select the appropriate channels of
communication and apply them:
Simply
Timely
Accurately
Repeatedly
Credibly
Consistently

83. Public Information Release
Continue to monitor for feedback
Execute planned steps with
stakeholders
Reassess these elements throughout
the event

84. Obtain Feedback and
Conduct Crisis Evaluation
Conduct response evaluation
Analyze feedback from customers
Analyze media coverage
Conduct a hot wash
Develop a SWOT
Share with leadership
Revise crisis plans

85. Conduct Public Education
(Post-event)
Highlight related public health issues
Consider audiences not directly
involved in the crisis
Institutionalize crisis materials

86. 5/8/2015 86
Cont. 5 - managing post-crisis
Assessing effectiveness
Examine records
Look at phases of crisis
Determine changes

87. Additional Notes

88. Emergency Risk
Communication Principles
Consider the “what if” questions.

89. Spokesperson
Recommendations
Stay within the scope of your
responsibility
Tell the truth
Follow up on issues
Expect criticism

90. Your Interview Rights
Know who will do the interview
Know and limit the interview to agreed
subjects
Set limits on time and format
Ask who else will be or has been
interviewed
Decline to be interviewed
Decline to answer a question

91. You Do Not Have the Right To:
Embarrass or argue with a reporter
Demand that your remarks not be edited
Demand the opportunity to edit the
piece
Insist that an adversary not be
interviewed
Lie
Demand that an answer you’ve given not
be used

92. Sensational or Unrelated
Questions
“Bridges” back to what you want to say:
“What I think you are really asking is . .
.”
“The overall issue is . . .”
“What’s important to remember is . . .”
“It’s our policy to not discuss [topic],
but what I can tell you . . .”

93. Effective Nonverbal
Communication
Do maintain eye contact
Do maintain an open posture
Do not retreat behind physical barriers
such as podiums or tables
Do not frown or show anger or
disbelief through facial expression
Do not dress in a way that emphasizes
the differences between you and your
audience

94. Grief in context
Circumstances of the death
Nature of the relationship
Experienced loss before
Any secondary losses

95. Case Study: St. PJs Children’s Home
BJ Mamuzic, Executive Director
Children from the Fundamentalist Church of Jesus Christ of Latter
Day Saints compound in Texas became residents at the home.
Key Learnings:
•Connect with like agencies
•Learn from experts
•Give the board something to say
•Designate who will communicate
•Don’t underestimate volume
•Know players before crisis

96. After-School Program Employee Charged
with Sexual Assault of a Child
An employee at the Boys and Girls Club was arrested today as he
worked and charged with sexual assault and indecency with a child. The
employee underwent a background check when hired and passed it. He
has also never had any disciplinary problems. The child in the case was
a 10-year-old girl who told her parents about the assault, which
allegedly occurred a the center. Her parent then called the police. A few
hours after the arrest, concerned parents, who have heard the initial
reports through the grapevine start to arrive and angrily demand
answers as to how this could have happened.
Taken from an amalgamation of real incidents in schools

97. Child Dies in After School Program
You are the executive director of a Girls and Boys Club. One of your kids
who comes on a regular basis has some special needs but has never
been disruptive. Today when he arrived after school, he seemed troubled
and incoherent. He started to bang his head against the wall, and while
you called 911 support, one of your male staff members held him down to
keep him from hurting himself and others. While waiting for emergency
personnel, the worker realized the boy was not breathing. He started to
administer CPR and you called emergency services back to apprise them
of the situation. Once EMTs arrived they continued acute care, but the
child did not survive. The cause of death is unknown.
Taken from real incident in San Antonio, SW Mental Health Center

98. Shooter Enters Boys and Girls Club, Kills
2 and Injures 5
A gunman has entered your building and killed one employee, one child
and has injured two more employees and three students. The scene is
chaos, and your office is being cordoned off by the police as a crime
scene. You are not allowed to return to get anything. You are not injured,
but two of your crisis team are, and you are already getting calls from
media on your cell phone, which thankfully was on your person when the
shootings began. You have no idea who the shooter was, but the police
are starting to interview witnesses and staff.