When Bad News Happens: tips for crisis communications
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Transcript of When Bad News Happens: tips for crisis communications
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When Bad News Happens: tips for crisis communications
Dr. Joe Brennan, APR Associate Vice President for University Communications
University at BuffaloJune 2009
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What is a “Crisis”?
Any non-routine event that…• Causes serious harm to people or
property• Significantly disrupts operations• Threatens viability
Or poses a serious risk of the above
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Crisis Management is a Process
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Stage 1: Prepare
• Build good relationships.• Get ready to respond.• Pay attention to warning signals.
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Prepare: building good relationshipsSix dimensions of org-public relationships
1. Control mutuality2. Trust*3. Satisfaction**4. Commitment**5. Exchange relationship6. Communal relationship
Source: L. Grunig, J. Grunig, & D. Dozier, Excellence in public relations and communication management., 1992.
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Two-way models
3. Asymmetrical4. Symmetrical
Prepare: building good relationshipsOne-way models flow of info
1. Press agentry/publicity 2. Public information
Source: J. Grunig & T. Hunt, Managing Public Relations, 1984.
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Prepare: getting readyWrite a crisis plan1. Identifies risks and responses.2. Establishes crisis team and sets roles. 3. Spells out values and principles that
will guide response and communications.
4. Outlines general approaches and techniques.
5. Provides authority to act and to communicate.
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Prepare: getting ready
Train your people NIMS/ICS courses (online)
www.training.fema.gov Crisis drills (tabletop, field) Risk communications Media interviews
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Prepare: watching for warning signals
Horizon scanning• Internal factors• External forces
What to watch• Rumor mill• Traditional media• Social media• Personal networks• Enforcers (police, internal auditors)
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Stage 2: Respond
Operational response• NIMS/ICS
Communications response1. Identify affected publics. 2. Develop core messages. 3. Select spokesperson. 4. Communicate – and keep communicating.
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The ICS Structure
The public information officer is a member of the command staff, responsible for developing and communicating all external messages.
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Respond: identify affected audiences1. Victims – and others directly affected. 2. Employees, customers and suppliers. 3. Other stakeholders – indirectly affected. 4. The news media.
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Respond: develop core messagesFirst, ask four key questions:
1. What happened?2. How are we fixing it? 3. Why did it happen? 4. How is it affecting our ability to provide
services?
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Respond: develop core messages Then add three statements
1. We are sorry about the effect it’s having. 2. We are working closely with the authorities
– and with those who are directly affected. 3. We’re committed to seeing that this never
happens again.
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Respond: selecting spokespersonPop Quiz!The best spokesperson is (choose one):
A. Highly competent technical expert.B. Strongly dedicated, committed senior
official.C. Professional communicator, honest and
open.D. Empathetic and caring individual.
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Respond: selecting the spokesperson
Caring and empathy Honesty and openness Expertise and competence Dedication and commitment
50%
20%
15%
15%
Source: Columbia University Center for Risk Communication
Four factors determine perception of spokesperson’s trustworthiness:
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Respond: choosing the channelsDirect methods (“push”)
• Text messaging• Email• Public address systems• Signs and posters• Face-to-face visits• Phone calls
Controlled methods (“pull”)• Web sites• Bulletin boards• Social media you manage
Uncontrolled methods (“pray”)• Rumor mill• News media• Social media you don’t manage
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Respond: surviving the first 48 hoursThe first two days set the tone for all the rest.Day 1: what happened
a) Notifying key audiences.b) Establishing the facts.c) Supporting victims and other affected audiences
Day 2: why it happeneda) Reinforcing facts, correcting misperceptions.b) Giving an expanded view of organization’s
response.c) Reinforcing relationships with audiences and allies.
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Respond: 5 Commandments1. Communicate quickly and directly
with those who are most affected.2. Be the first one to tell your story.3. All the bad news must come out
at once.4. Speak with one clear voice.5. Keep on communicating.
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Respond: working with reporters
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Respond: the story triangle
Villain
Victim
Vindicator
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Secrets of successful media relationsSecret # 1 News reporters don’t write “articles” – they write “stories.”
Secret # 2 News is what reporters and editors say it is.
Secret # 3 It’s much better to talk to reporters than to avoid them.
Secret # 4 Interviews are not normal conversations.
Secret # 5: You can’t whitewash a pile of manure.
Secret # 6: The news media are less powerful now.
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Responding: case study
University of Houston Faculty Drinking on Students’ Dime?May 6, 2009
I:\documents\My Videos\RealPlayer Downloads\UH faculty drinking on students' dime Video abc13.com.flv
Source: http://abclocal.go.com/ktrk/video?id=6800228
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Responding: Univ. of Houston
Reporter President
Students
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Responding: Univ. of HoustonUniversity tells employees it is enforcing travel rules –
in response to Ch. 13’s investigation.
President Khator responds to reporter’s questions - by email
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Responding: Univ. of Houston
Source: http://abclocal.go.com/ktrk/story?section=news/13_undercover&id=6808062
University of Houston Makes Changes After InvestigationMay 12, 2009
..\My Videos\RealPlayer Downloads\University of Houston makes changes after 13 Undercover investigation - 5 11 09 - Houston News - abc13.com.flv
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Responding: citizen journalists
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Hostile Blogs•When to respond?•When to ignore?
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Responding: Social media
“Speaking is silver, listening is gold.”- Turkish proverb
Social media let you LISTEN and BUILD RELATIONSHIPS
•Blogs•Wikis•Twitter•Social networking sites
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Stage 3: Recovery• Rebuilding trust• Learning from the
experience
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Recovery: rebuilding trust
Seven steps are necessary.1. Candor 2. Explanation 3. Declaration 4. Contrition 5. Consultation 6. Commitment 7. Resolution
Source: Jim Lukaszewski, Public Relations Quarterly, Fall 1997.
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Recovery: learning the lessons
Five variables to evaluate:1. Effectiveness of spokespersons 2. Communication of key messages 3. Containment of negative messages 4. Impact on customers 5. Impact on employees
Source: Katie Payne, PR News, Aug. 18, 2003
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Final thought: managing expectationsRealistic expectation for crisis communications:
• Your college gets the benefit of the doubt.• You’re not cast in role of villain.• You’re seen as honest, caring, competent.
Unrealistic expectations:• Your college can avoid anger and scrutiny.• You will fully control the message.• You can unilaterally decide what, when and
how to communicate.
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Crisis Management is a Process