# Presentation: 188295

## CRISIS

- Contingency
- recovery and continuity
- planning

- Incident Response

- Restoration
- and
- Continuity

- Business
- Recovery

- Business
- Resumption

- Risk Management
- and Loss control

-   Risk Assessment

- Business area
- impact analysis

- Crisis Management Team
- Coordination and Action

- Crisis
- Communications

- Training/Ex-
- ercises/Drills

- Incident Management

**CRISIS**
**EVENT**

- Crisis Management
- and
- Business Continuity
- from Harrald (1998) “A  Strategic
- Framework for Corporate Crisis
-  Management.”
- TIEMS ‘98 Proceedings.
- Washington, DC.p. 391.

- Disaster
- Recovery

- Safety and Security
- Management

## Crisis Communication Planning QuestionsSource: Debra K. Traverso. “How to Develop a Crisis Communication Plan.” Occupational Hazards [on-line]. Vol. 55, No. 3. Pages 2 and 3.

**1.****	****Under whose authority will the plan be prepared and carried out?**
**2.****	****How will the emergency team organization (Crisis Management Team) chart look?**
**3.****	****Who will best fit each role?**
**4.****	****Whose authority do you need for each team member selected?**
**5.****	****Who are the various audiences that will need to be notified?**
**6.****	****What is the most appropriate way to address each of these audiences?**
**7.****	****Who else should be notified as a courtesy?**
**8.****	****Who will need to review and approve news statements?**

## Crisis Communication Planning Questions (cont’d)

**9.****	****Are written fact sheets available that discuss various aspects of the organization? **
**10.****	****What third-party support will be useful as a reference during a crisis? (These  unattached spokespersons will lend credibility to the subject since they have no vested interest.)**
**11.****	****Have you prepared media with background information, photographs, and video footage of the facility or organization?**
**12.****	****How will you inform employees?**
**13.****	****What involvement will the company legal department have in your response?**
**14.****	****Who are the public information officers for the various agencies and companies with which your company deals who may be called upon to respond to the media?**
**15.****	****Where will visitors be taken and how are they cared for during an emergency?**

## Crisis Planning ActivitiesAdapted from Truitt, R.H., and Kelley, S.S. 1989. “Battling a Crisis in Advance”. Public Relations Quarterly. Vol. 34, No. 1. Page 8.

**1.****	****Identify a *****spokesperson(s)***** and provide materials, training, and a backup.**
**2.****	****Arrange for *****specialists***** who can provide expert testimony concerning the situation and the technology.**
**3.****	****Designate a *****crisis management team***** with a leader, communications plan and access to necessary consultants.**
**4.****	****Develop and maintain *****information flow***** about the event and its related effects to and from corporate headquarters including statements and approvals (decisions) associated with the event.**
**5.****	****Have accessible, and be aware of, information covering *****historical *****events of a similar nature and potentially embarrassing information.**
**6.****	****Develop a method for making *****decisions***** that reflect the company’s culture, provide for adequate corporate involvement and follow from an established process.**

## Crisis Planning Activities (cont’d)

**7.****	****Assess the *****potential effects***** on the parent company, on sales, on employee morale, and on the community.**
**8.****	****Determine from the *****media***** their contacts, phone numbers, deadlines, reporting history, and their potential bias.**
**9.****	****Determine how to pass information (warning and bulletins) to *****employees and the community*****, determine their perspectives and the demographics of their health, economic, and social situation and monitor these demographics throughout the crisis.**
**10.****	****Determine the administrative, legislative, and regulatory agenda of the local, state, and federal *****government*****.**
**11.****	****Keep *****distributors and retailers***** informed of warnings, consumer information, and explanations of what is happening.**
**12.****	****Determine any *****opposition***** (adversaries) and know their composition, tactics, funding, and primary appeal.**

## “A fundamental mission for crisis managers is 

**to prevent loss of control before a crisis happens,**
**prevent further loss of control when a crisis**
**arises, and when and where possible regain control**
**when loss of control happens.   Regaining control**
**of a crisis situation becomes a central principle **
**of crisis management.”**

**Heath, Robert. 1997. “Dealing with the Complete Crisis – Management Shell Structure.” Proceedings of the 1997 International Emergency Management Society Conference. Roskilde, Denmark: Risø National lab. Page 76.**

## Twelve Principles of Crisis LeadershipCopyright 1995 Ryan McGinn, Inc., Arlington, VA. Reprinted with permission of the publisher.

**1.****	****Put people issues first.**
**2.****	****Timely, accurate information is the lifeblood for managing a crisis – and very difficult to obtain.**
**3.****	****Rapid response is essential, but media pressure must not skew decisions.**
**4.****	****Crisis management requires a team approach.**
**5.****	****People are usually very forgiving, but they will not tolerate arrogance, indifference, lying, or gross incompetence.**
**6.****	****To emerge from a crisis with its business base and reputation intact, an organization must respond in a manner that is 100% consistent with its image.**

## Twelve Principles of Crisis Leadership (cont’d) 

**7.****	****The magnitude of the crisis dictates the level of the executive who responds.**
**8.****	****It is not enough to be legally or scientifically correct; the public insists on and is entitled to more.**
**9.****	****Government and media will expand their roles in a crisis if there is a public perception that the organization is not doing all it should do.**
**10.   All key audiences revise their image of an organization after it        experiences a crisis.**
**11.   A major crisis will have a profound and long-term impact on an        organization and its leaders.**
**12.   Remember the Chaos Theory: Unusual events tend to cluster.**

## Crisis Communication Goals Source: James E. Lukaszewski. 1997. “Establishing Individual and Corporate Crisis Communication Standards: The Principles and Protocols.” Public Relations Quarterly. Vol. 42, No. 3. Pages 7–14.

**1.****	****Openness and accessibility – availability and willingness to respond.**
**2.****	****Truthfulness - unconditional honesty is the only policy. **
**3.****	****Responsiveness – recognition that any and all constituent concerns are legitimate and must be addressed.**
**4.****	****No secrets – Decisions and behaviors are unchangeable, unassailable, and positive.**

## Crisis Communication Priorities Source: James E. Lukaszewski. 1997. “Establishing Individual and Corporate Crisis Communication Standards: The Principles and Protocols.” Public Relations Quarterly. Vol. 42, No. 3. Pages 7–14.

**1.****	****Those directly affected (victims).**
**2.****	****Employees.**
**3.****	****Those indirectly affected such as neighbors, friends, families, customers, suppliers, and the government.**
**4. ****	****The news media and other channels of external communication.**

## Crisis Communication Principles Source: James E. Lukaszewski. 1997. “Establishing Individual and Corporate Crisis Communication Standards: The Principles and Protocols.” Public Relations Quarterly. Vol. 42, No. 3. Pages 7–14.

**1.****	****Communicate with those most directly affected first. **
**2.****	****Local communication is best.**
**3.****	****Speak with one voice but not necessarily with a single spokesperson.**
**4.****	****Act quickly in communicating news of any adverse incident.**
**5.****	****Cooperate with the media.**
**6.****	****Make fundamentally sound decisions based upon defendable criteria.**
**7.****	****If the crisis involves questions of integrity or moral or ethical  dilemmas, do the moral questioning quickly and take appropriate action promptly.**
**8.****	****Use methodical problem-solving/decision-making processes.**

## Guidelines for Managing Crisis Communication Otto Lerbinger. 1997. The Crisis Manager – Facing Risk and Responsibility. Mahwah, NJ. Lawrence Erlbaum Associates. Pages 39–49.

**1.****	****Ascertain and face up to the reality of the crisis. **
**2.****	****Activate the crisis management team and alert top management.**
**3.****	****Designate crisis media center.**
**4.****	****Conduct necessary fact-finding.**
**5.****	****Speak with a single voice.**
**6.****	****Quickly hold news conference and make disclosures to the media openly, honestly, and accurately.**
**7.****	****Communicate directly with government, employees, customers, stockholders, and other key publics.**
**8.****	****Take appropriate remedial action.**
**9.****	****Keep a log.**