Crisis communications in a emergency event

Crisis Communications in a Emergency Events

What is a Crisis?

• Emergency/out-of-the-ordinary situation• Human error/inappropriate behavior • Brief or extended• Can involve other organizations• Good thing (award/achievement)

What is Crisis Management?Also referred to as….

Crisis:Any situation that is threatening or could threaten to harm people or property, seriously interrupt business, damage reputation and/or negatively impact share value.

Disaster recovery

Business continuity planning

Summary

Predictable and quantifiable events

Unexpected and unwelcome events

Plan for

Minimize the impact

Resume normal operations

Ultimate goal

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?

3 Keys to Crisis CommunicationsHo

nest

y

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.

Spee

d

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.

Imag

es

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.

Crisis Management TimelineGeneral Management of the Organization

The Crisis Management Process

AfterCrisis/EventPre-Event

Risk management

• Risk assessment

• Loss prevention

• Mitigation planning•Developing responsive, comprehensive insurance program

• Communicating risk issues

• Business continuity plans

• Developing plans

• Testing plans

• Revising/updating plans

• Training personnel

Incident management

Incident response

Communications

Insurance recovery

Activating and executing plans•Mitigation•Business resumption•Business recovery

Company Resources/Functions

InformationTechnology Security

LegalEnvironment,

Health & Safety

Operations Finance &Accounting

TEAM

HR/Communications(incl. public affairs)

The Awakening......

“…… for those of us who lived through these events, the only marker we’ll ever need is the tick of a clock at the 46th minute of the eighth hour of the 11th day”

President George W. Bush

Post 9-11 to Katrina

• IT Back Up Data Centers– Internal– Outsourced– IT Business Continuity Plan

• Statistically 2.5 Stores Impaired each Month– Response Plan (Reactive)

• TRIA

Katrina to Irene (Ike)

• Interdepartmental• Multi-disciplined• Proactive/Loss Avoidance• Proactive Reactivity• People Centric• Safety

• Compassionate/supportive• Communications

Business continuity plan in place and practiced

Communications is Critical

CommunicationsRisk Management

OperationsDecision Leaders

Internal Business

Unit Experts

Community Response

Vendor Partners

Communications – Post Event

DamageAssessment

Deployment• Equipment• Personnel• Supplies

Safety

CrisisCounseling Communications

Team membersupport

Crisis Team

• Leadership team/decision maker(s)• Content expert(s)/operations• Public Relations professional(s)• Risk management• Devil’s advocate• Scribe

Building Relationships

• What media “cover” your organization?• What are their deadlines?• Are there special sections/segments that

match your organization’s expertise and offerings?

• Who are the specific reporters assigned to your organization?

The Call

• Never talk without prepping• Never allow your boss to talk without

prepping• You never have to talk to reporters• Think about the message• Do the reporter’s work for him/her

The Number One Rule

• Tell the truth!!!!!!

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Overview

Precrisis•Scanning•Assessing situation•Designing Tools & Systems•Monitoring

Crisis•Detecting•Containing•Recovering

Post - Crisis•Following -up•Shaping memories•Assessing effectiveness

Learning

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Pre-crisis Planning

• Objective - prevent or lessen the negative outcomes of a crisis and thereby protect the organization, stakeholders, and/or industry from damage– $ loss– reputation loss– identity altered

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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

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Assessing cont.

RelationshipsRisksIssues

•Scenarios•Rankings•ROTs

HistoryIntuitions

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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

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Prepare Crisis Communication System

• Physical setup• Prepare tools– Intranet– Internet– Phones

• Prepare team

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Managing the Crisis

• A. Detecting the crisis• B. Containing the crisis• C. Recovering from the crisis

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Strategic options

• Full apology and corrective action - misdeeds• Corrective action• Ingratiation (remind audiences of the org. past good

deeds)• Justification - minimize or no serious problems• Excuse - “no control”, “no bad intentions”• Denial - no crisis exists• Attack the accuser - confront, threaten, lawsuit

05/01/2023 26

Strategic options

Attack Denial Excuse Justification Ingratiation Corrective Full

Accuser Action Apology

Defensive Accommodative

Weak Crisis Strong Crisis

Responsibility Responsibility

Rumors Natural Disasters Malevolence Accidents Misdeeds

05/01/2023 27

Recovering

• Follow-up on information requests• Communicate with stakeholders• Inform people about corrective actions• Talk about financial implications• Continue expressing compassion• Continue tracking issues, risks, etc.

05/01/2023 28

Managing post-crisis

• Following-up– Collect crisis records, stakeholder feedback, &

media coverage– Conduct interviews with key personnel

• Shaping memories– Internal audiences– External audiences– What did we learn? So what?

Getting the Story Right

• Summarize your points• Provide supporting documents in simple form• Offer to answer questions during writing

process• Be available!!• Read/watch/listen to the story• When necessary, set the record straight

GOALS:of crisis communication:

Control information flow Establish Spokesperson/train Maintain perspective

Create the news story and organize response

Potential CRISES ASSESSMENT

• Create crisis plan Who creates it, approves and updates?

• Conduct regular review of possible crisis issues or events

• Review crisis communication plan

AUDIENCEANALYSIS

Who really needs to knowyour messaging?

Internal AudienceExternal Audience

CRISIS COMMUNICATIONS TEAM

Identify key members Train them Define availability, contact information

GETTING THE MESSAGE OUT…

Tools:Prepared key messagesImmediate public response(Multi-media: newspaper, radio,TV and online channels)AnnouncementsFact sheetsBackgroundersNews releasesFace meetingsE-mail blastsWebsite postsSocial Media

IDENTIFY DISTRIBUTION CHANNELS

Key stakeholders Staff, BOD, top donors, administration Regional media list Key media contacts Organizations and key contacts linked to your NPO

PARTNERS,ALLIES

Civic leaders, influentials, legislators

Third party links: police, fire fighters, governmental agencies, environmental and community groups, health and safety officials

Media and public credibility

ALWAYS DO THIS ALWAYS

COMMUNICATIONINITIATIVES

Critical first several hours: Start plan Collect information Confirm facts Define crisis Inform key stakeholders Change plan as necessary Determine key actions Brief key spokesperson Prepare media tools Brief staff

MEDIARESPONSE

Some dos and don’ts…

TimelyHonest, integrity, willingness to cooperateNever say “no comment….”Clear and concise messagingCool, low-key, dignifiedFocus on facts, take the high roadAvoid personal attacks, cheap shotsAcknowledgement of responsibility, maintain credibilityNever cover upDetermine reporter’s timeline, deadline, story angleTrack coverage, follow-up when necessary

POST CRISISEVALUATION,FOLLOW-UP

Review crisis response: internally/externally Survey staff Public perception Invite feedback from partner-agencies, third parties Lessons learned:

“What did we do well?”“What could we have done better?”

Never forgetThese simple

TIPS

Precrisis Phase

• Be prepared• Foster alliances• Develop consensus recommendations• Test messages

All the planning, most of the work

Crisis Maintenance Phase

• Help public understand their own risks• More encompassing is information needed by

some• Gain support for recovery plans• Explain and make a case for public health

recommendations• Get and respond to public/stakeholder feedback• Empower risk/benefit decisionmaking• Requires ongoing assessment of event

Getting a Seat at the Decisionmaking Table

• Have a solid communication plan (linear thinkers want to see it on paper).

• Have that signed endorsement from the director at the front of your plan.

• Enlist third-party validators to make your case.

Seat at the Table

• Explain the benefits and risks of not including communicators.

• Show your expertise by training leadership.• Do community relations so partners and

stakeholders have an expectation of your involvement.

In the precrisis phase (don’t wait for an event to make your case):

Seat at the Table

• While developing your communication plan, meet with other parts of your emergency response team in the organization and appeal for their help—get agreements on paper.

Your Plan Should Be

• The “go to” place for the “must have” information during a crisis

• The bones of your work—not a step-by-step “how to”

• Dynamic

Elements of a Complete Crisis Communication Plan

1. Signed endorsement from director2. Designated staff responsibilities3. Information verification and clearance/release procedures4. Agreements on information release authorities5. Media contact list 6. Procedures to coordinate with public health organization

response teams7. Designated spokespersons8. Emergency response team after-hours contact numbers9. Emergency response information partner contact numbers10. Partner agreements (like joining the local EOC’s JIC)11. Procedures/plans on how to get resources you’ll need12. Pre-identified vehicles of information dissemination

Designate Staff Responsibilities

Direct media response• Triage response• Support spokesperson• Produces and distributes materials• Media monitoring• JIC member

Designate Staff Responsibilities

Direct public information• Manages public information delivery• Manages Web site and links to others

Designate Staff Responsibilities

Direct partner/stakeholder information• Manages prearranged information

agreements• Solicits feedback and monitors systems• Organizes official meetings• Maintains response contact list

Designate Staff Responsibilities

Content and material development• Translates EOC situation reports into

public/media materials• Works with experts to create situation-specific

materials• Tests messages and materials for cultural

appropriateness

Information Verification and Clearance/Release Procedures (In-house)

• Who MUST review for final approval (include higher authority)

• Need to know vs. want to know• Three people—director, communication officer, subject

matter expert• Clear simultaneously and in person• Get agreement from key staff before the crisis• Coordination and courtesy copies should not slow down

clearance• Preventing the clearance headache: No release is worse

than an incomplete release

Agreements on Information Release Authorities

• Who “owns” the information—scope of responsibility

• Get agreements on paper• Remain flexible and work collaboratively• Reality check: Preagreements may be thrown

out the window, but they are a place to start

Media Contact List

• Critically important• Nonduty contacts too• No scraps of paper, please• E-mails, fax numbers, and backdoor entries• Fail rate, if not tested, can be astronomical

Designate Spokespersons

• Name them in an annex of the plan and designate backups

• Ensure that your organization agrees and plans for their absence from other duties

• Teach them emergency risk principles• Practice media and public meetings

Nine Steps of Crisis Response

1

2

3 45

6

7

89

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

Notification and Coordination

• Notification is the official chain of command• Coordination is with response peers and

partners• Procedures will vary at State, Provincial, local,

Federal levels and by event

Conduct Crisis Assessment and Activate Communication Plan

• Assess impact on communication operations and staffing

• Determine your organization’s role in the event

• Activate media and Internet monitoring• Identify affected populations and their initial

communication needs

Organize Assignments (Constantly Reassess These Steps)

• Who’s in charge of overall EOC response?• Make assignments for communication teams. • Assess resource needs and hours of

operations.• Ask ongoing organizational issues questions.• Initiate partner involvement.

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.

Public Information Release

Select the appropriate channels of communication and apply them:

Simply

Timely

Accurately

Repeatedly

Credibly

Consistently

Public Information Release

• Continue to monitor for feedback• Execute planned steps with stakeholders• Reassess these elements throughout the

event

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

Conduct Public Education (Post-event)

• Highlight related public health issues• Consider audiences not directly involved in

the crisis• Institutionalize crisis materials

Monitor Events (Ongoing Throughout the Crisis)

• Conduct media and Internet monitoring• Exchange information with response partners• Monitor public opinions

Surviving the First 48 Hours

• Requires quick assessment• Collection of facts• Actions to secure resources• Media and public response• Rehearsal• Alert key partners, as appropriate Sounds like a plan . . .

48

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?

Media Beating on Your Door

• Alternatives to “no comment” that give you breathing room:– “We’ve just learned about this and are trying to

get more information.”– “I’m not the authority on this, let me have XXXX

call you right back.”– “We’re preparing a statement on that now. Can I

fax it to you in about 2 hours?”

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, 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

Assessing the Response

• Doing enough? Doing too much?• Are we, should we be, involved?• Is the department that should respond, able

to respond?• Who is managing the technical/scientific side?• Risk matrix analysis helps with this

assessment.

Assessment Helps Answer

• Hours of operations for public/media information

• Days of operation• Staff expected to travel• Release jurisdiction shared

How Would You Triage Media Response?

The Crisis Management Process

Communication Channels

• Web sites should be used.– Create dark sites– Separate web site or linked from home page

• Intranets useful for employees.• Mass notification systems help reach

constituents.

Spokesperson Training

• Media training for anyone who might speak during a crisis.

• Avoid “no comment”, people hear “guilty.”• Avoid speculation, you could be wrong.• Avoid jargon and technical language, can create

confusion.• Fully brief all spokespersons.• Avoid markers of deception such as lack of eye

contact or vocal disfluencies.

Adjusting Information

• Adjusting information: helps people to cope psychologically with the crisis.– Includes counseling for stress and expressions of

sympathy

Four Research Areas of Crisis Reputation Repair

1. Corporate apologia2. Image restoration theory3. Rhetoric of renewal4. Situational Crisis Communication Theory

(SCCT)

Corporate Apologia

• Crisis threatens social legitimacy because an organization appears to be incompetent /violated expectations.

• Violation is a character attack.• Corporate apologia offers a defense of the

organization’s reputation in an effort to restore legitimacy.

Image Restoration Theory (IRT)

• Communication is goal directed.• One goal of communication is to protect one’s

reputation .• Dominant recommendation that emerges

from IRT research is that mortification (publicly accepting responsibility for the crisis) is the preferred response to a crisis.

Crisis Responsibility

Increased crisis responsibility:• Intensifies the reputation damage from a

crisis.• Reduces purchase intention.• Increases anger.• Increases the likelihood of negative word-of-

mouth.

Three Categories of Crisis Types

• Victim crises: very weak crisis responsibility.• Accident crises: minimal crisis responsibility.• Intentional crises: strong crisis responsibility.

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.

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.

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.

Caution

• Do not automatically use the most accommodative strategies.

• Most crises with low levels of crisis responsibility do not benefit from the most accommodative crisis response strategies.

• Crisis managers risk a boomerang effect if a crisis response is too accommodative for the crisis.

Denial

• Research is deceptive.• Only effective if no evidence to contradict it.• If evidence does suggest guilt, using denial

worsens the crisis threat.• Also consider how constituents are evaluating

the evidence.

CRISIS COMMUNICATIONSPLANNING

A rehearsal for crisis

Planning is key