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In the 21st century, thanks to the Internet and social media, organizations and individuals are always one step away from crisis.

Crisis, or unplanned visibility can strike at any time.

Expert crisis managers are among the most highly respected and paid professionals in public relations.

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In a world of instantaneous Internet communications round-the-clock news commentary talk radio and tabloid news communications challenges have increased rapidly for the public relations professional. The number and depth of crises affecting organizations and individuals has expanded exponentially.
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is the capacity to understand, mobilize, coordinate, and direct all strategic and policy planning functions, and all public affairs/public relations skills, toward achievement of one objective: meaningful participation in creation of public policy that affects personal and institutional destiny. W. Howard Chase, 1976

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This is a five-step process that:

1. 2.

identifies issues with which the organization must be concerned. analyzes and delimits each issue with respect to its impact on constituent publics. displays the various strategic options available to the organization. implements an action program to communicate the organizations views and to influence perception on the issue. evaluates programs in terms of reaching organizational goals.
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3.

4.

5.

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Enables organizations to:

anticipate emerging issues identify issues selectively deal with opportunities and vulnerabilities plan from the outside in maintain a bottom-line orientation implement an action timetable deal with issues from the top

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Risk communication is based on research, which shows how people behave during high-stress situations. It is modeled on the concept that perception is reality. Research indicates that in times of high stress, people can miss up to 80% of message content. Of the 20% they do receive, most is negative.

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Risk communicators have developed a seven-step process:

1. 2. 3. 4. 5. 6. 7.

Identify stakeholders. Determine specific concerns for each stakeholder group. Analyze specific concerns to fit underlying general concerns. Conduct structured brainstorming with input from key messagemapping teams. Assemble supporting facts and proof for each key message. Ask outside experts to systematically test messages. Plan delivery of resulting messages and supporting materials.

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Message maps generally adhere to the following requirements:

Three key messages Seven to 12 words per message Three supporting facts for each key message

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Ultimately, risk communication depends on an organizations actions. In the long run, deeds, not words, are what counts in communicating risk.

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Managing in a crisis

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Managing in a crisis
How an organization handles itself in a crisis may influence how it is perceived for years to come. Poor handling of a crisis can cripple an organizations reputation and cause staggering monetary loss. However, responding thoughtfully in a crisis can cement a positive reputation and establish enormous goodwill for an organization.

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What organizations can you identify that have faced major crises?
What type(s) of crisis were they involved in? How did they respond? Was the response adequate?

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It is essential that crises be managed intelligently and forthrightly with:

the news media employees the community

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When crisis strikes, these warning signals appear:

Surprise Insufficient information Escalating events Loss of control Increased outside scrutiny Siege mentality Panic

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Being well-prepared is the key to crisis management. Take these five steps:
1.

For each potentially impacted audience, define the risk.

2.
3.

For each risk defined, describe actions that mitigate the risk.
Identify the cause of the risk.

4.
5.

Demonstrate responsible management action.

Create a consistent message.
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The watchwords in any crisis plan are:

Be prepared. Be available.

Be credible.
Act appropriately.
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The key communication principle is to avoid clamming up when disaster strikes. In the court of law, attorneys traditionally have advised their clients to: Say nothing. Say as little as possible, and release it as quietly as possible. Say as little as possible, citing privacy laws, company policy or sensitivity. Deny guilt and act indignant about the charges. Shift the blame, or, if you must, share it with others.

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Public relations practitioners, on the other hand, operate in the court of public opinion. The most effective crisis communicators provide prompt, frank and full information to the media. Research shows that when people hear no comment, 65 percent already believe the person or organization in question to be guilty.

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Do you know the cardinal rule for public relations? Tell it all and tell it fast!
Do you agree with this rule? Why or why not?
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Goals of crisis management:

1. 2. 3.

Terminate the crisis quickly. Limit the damage. Restore credibility.

The quickest way to end the agony and rebuild credibility is to communicate through the media.

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Handling the media is the most critical element in a crisis. Here are the battlefield rules: Set up media headquarters. Establish media rules. Media live for the box score.

Dont speculate. Feed the beast. Speed triumphs. Cable rules.

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Speak first and often. Dont speculate. Go off the record at your own peril. Stay with the facts. Be open and concerned; not defensive.

Make your point; repeat it. Dont wage war with media. Establish yourself as the most authoritative source. Stay calm. Be truthful and cooperative. Never lie.

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In the 21st century, crisis management has become one of the most revered skills in the practice of public relations. Sooner or later, every type of organization faces a crisis.
The Internet has added a new dimension of complexity to communicating during crises.

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Experienced, knowledgeable crisis managers will be valuable resources for organizations in the 21st century. In a crisis, every call is a close one, with no guarantee that your organization will benefit from it.
As the world grows more complex, crisis management is a growth area in the practice of public relations.

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Ailing Apple CEO Jobs the Media

Review this case on p. 389. As a class, discuss:

What do you think of Apples policy not to reveal information about its CEOs health?
If you were Apples public relations director, what would you have counseled Steve Jobs in terms of communicating about his health?

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