Intro to Crisis Communications

J410 Intro Lecture
Crisis definitions + theory basics

Transcript

1. C R I S I S C O M M U N I C AT I O N S J 4 1 0 : S P R I N G 2 0 1 4 # J 4 1 0 C C
2. C A R E F R E E C R U I S E L I N E S It’s Friday at 5:30 pm at Carefree Cruise Lines Headquarters in Miami, Florida. A call comes in the a cruise ships in one of the sub-brands is in distress. The ship is off the coast of Italy (6-hour time difference). A Mayday has been issued and the ship is being evacuated. What do you do?
3. TA S K S W H AT D O Y O U N E E D T O D O T O H E L P T H E O R G A N I Z AT I O N P R E PA R E A R E S P O N S E ? ! L I S T A S M A N Y Y O U C A N T H I N K O F. K E Y S TA K E H O L D E R S W H O A R E Y O U R K E Y S TA K E H O L D E R S ? ! L I S T A S M A N Y Y O U C A N T H I N K O F. C O M M U N I C AT I O N H O W S H O U L D T H E O R G A N I Z AT I O N C O M M U N I C AT E ? ! L I S T A S M A N Y WAY S Y O U C A N T H I N K O F.
4. W E L C O M E T O C R I S I S C O M M U N I C AT I O N S May 6 - June 5, 2014 Tu/Th 10 - 11:50 am 140 Allen Hall Kelli Matthews kmatthew@uoregon.edu @kmatthews
5. W H AT I S A C R I S I S ? D E F I N E
6. – T I M O T H Y C O O M B S “The perception of an unpredictable event that threatens important expectancies of stakeholders related to health, safety, environmental and economy issues, and can seriously impact an organization’s performance and generate negative outcomes.”
7. – J O N AT H A N B E R N S T E I N “Any situation that’s threatening or could threaten to harm people or property, seriously interrupt business, damage reputation, and/or negatively impact share value.”
8. T Y P E S O F C R I S E S • Creeping Crises • Slow-Burn Crises • Sudden Crises
9. W H AT I S C R I S I S M A N A G E M E N T ? D E F I N E
10. – J O N AT H A N B E R N S T E I N “What is Crisis Management? It’s the art of avoiding trouble when you can, and reacting appropriately when you can’t.”
11. C R I S I S T H E O RY C O R P O R A T E A P O L O G I A I M A G E R E PA I R T H E O RY S I T U A T I O N A L C R I S I S C O M M U N I C A T I O N S T H E O RY
12. C O R P O R AT E A P O L O G I A C R I S I S T H E O RY Denial: Claim uninvolved Bolstering: Remind of the good things done Differentiation: Remove action from negative context Transcendence: Put the action in new, broader, more favorable context
13. D E F E N D Y O U R R E P U TAT I O N • Reputations = how people perceive the organization. • Corporate reputations should be defended just as individual reputations are.
14. A R E W E A M AT C H ? • Social legitimacy comes from a match between stakeholder and organizational values. • Stakeholders oppose orgs they do not believe possess social legitimacy. • Protect reputations by restoring social legitimacy.
15. I M A G E R E PA I R T H E O RY • Involves response to an attack on the organization’s character. • Stakeholder’s believe something bad has happened and hold the organization responsible for the negative action.
16. VA L I D AT E D A C C E P T E D W I S D O M I N - B E T W E E N T H E O R I E S … AVOID “NO COMMENT” RESPOND QUICKLY “STEALING THUNDER”
17. S T E A L I N G T H U N D E R R E L E A S E I N F O F I R S T
18. S I T U AT I O N A L C R I S I S C O M M U N I C AT I O N S T H E O RY ( S C C T )
19. W H O I S T O B L A M E ? I N T E R N A L : P E O P L E I N V O LV E D I N T H E E V E N T C O U L D C O N T R O L I T. E X T E R N A L : E N V I R O N M E N TA L LY- B A S E D ; P E O P L E C O U L D N ’ T C O N T R O L
20. TA K E R E S P O N S I B I L I T Y.
21. T W O S T E P S : 1 . I D E N T I F Y T H E B A S I C C R I S I S T Y P E 2 . D E T E R M I N E I N T E N S I F Y I N G FA C T O R S
22. C R I S I S C AT E G O R I E S & T Y P E S • Victim Cluster (very little responsibility) • Accidental Cluster (low responsibility) • Preventable Cluster (strong responsibility)
23. R E S P O N S E S • Denial Posture • Diminishment Posture • Rebuilding Posture • Bolstering Posture
24. P R E PA R I N G F O R C R I S I S T H U R S D A Y …