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LSPR CC05 s26

This document is a course on crisis communication that discusses principles of crisis management, assessing crisis potential, news value, responses to crises, and the role of social media. It is divided into 5 parts that cover these topics, providing examples and guidance. The overall document aims to educate readers on best practices for crisis communication and managing public perceptions during emergencies.

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244 views26 pages

LSPR CC05 s26

This document is a course on crisis communication that discusses principles of crisis management, assessing crisis potential, news value, responses to crises, and the role of social media. It is divided into 5 parts that cover these topics, providing examples and guidance. The overall document aims to educate readers on best practices for crisis communication and managing public perceptions during emergencies.

Uploaded by

elearninglspr
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
You are on page 1/ 26

Course : Crisis Communication (1509CC05)

elearning.lspr.edu
Master of Arts in Communication : Corporate Communication Studies

LSPR eLearning Program

Session Topic : Crisis & Social Media


Course: Crisis Communication

By Syafiq B. Assegaff, MA, MD, CBM, IAPR

Content

Part 1

Principles

Part 2

Crisis Potential

Part 3

News Value

Part 4

Responses

Part 5

Social Media

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S.3

Part1: Principles

Crisis: Principles & Why

Principles
1. Reputations can be gained or lost
during emergencies
2. Emergency (crisis) communications is
an extension of your normal
communications good & bad
3. If you dont fill the news hole,
someone less qualified probably
will
4. Perception is reality if you dont
like it, change it
5. Knowing what to do is only half the
battle
6. The longer you wait to act, the
higher the price
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Q: Why Crises Happen ?


A:
1. Managements failure to
understand the issue, public
opinion
Failure to
2. effectively engage the media
allowing others to control the
issue
3. demonstrate control, concern &
credibility
4. Over-reliance on legal
response/defense

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S.5

Crisis: The Crisis (News) Cycle

a.
b.
c.
d.

Initial story facts


Follow-up (new details, angles, opportunities)
Inappropriate management response (lack of trust)
Management competence becomes the story (loss of credibility
& control)
e. Regulatory, political or board level reaction (blame & house
cleaning)
f. Coverage of investigation(s) & recovery
g. Next time, anniversary coverage

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S.6

Part2: Crisis Potential

Crisis Potential: Assessing & Emergencies Strike

Assessing Your Crisis Potential

Before Emergencies Strike

a. Nature of your business


b. Nature, experience of your
CEO
c. Prominence of your company
d. Organizational culture
e. Communication reporting
structure
f. Status of current public
relations
g. Do you have a plan ?
h. Has it been tested ?

a. Consider likely, unlikely


scenarios
b. Identify key staff members,
roles
c. Establish relations with external
contacts
d. Develop a plan
1) Objectives for each audience
2) Think, How would we ?
3) Identify resources
4) Train, rehearse staff members

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Crisis Potential: Expression

When Stuff Happens


a. Fill the immediate news hole
b. Collect, analyze the facts
c. Assess newsworthiness when,
where is it news ?
d. Who are other likely news
sources ?
What are they saying?
e. Develop a strategy, messages
& communicate them
f. Dont let your silence become
the story

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Avoiding the Initial No


Comment
Even without facts, you should
be able to express:
a. Awareness We are aware
of/not aware of
b. Concern We are concerned
about (or are taking seriously)
reports of
c. Commitment Once we have
the facts, we will take
appropriate action

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Part3: News Value

Crisis: Assessing News Value

a.
b.
c.
d.
e.
f.

Prominence
Timeliness
Impact
Proximity
Conflict
Emotion

h. Oddity
i. Sex
j. Suspense
k. Progress
l. Trends
m. Visuals

Goal: Address & reduce news value

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S.11

Crisis: 3 Cs & News Media

3 Cs of Success

Dealing with News Media

a. Control
Take appropriate action, explain it

a. Labels what are we calling


this ?
b. Develop an approval process,
one set of facts
c. Briefings or interviews ?
d. Be helpful, instructive, polite
but always firm
e. Reach out to third parties for
credibility
f. Listen for news, concerns
g. Good relationships are made
in bad times

b. Concern
Demonstrate concern, compassion
c.
1)
2)
3)

Credibility
Know the facts
Be first with the news
Build trust

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Crisis: 3 Cs & News Media

It Is Not About Answering Questions


1.
2.
3.
4.

Prepare talking points


Make statements about the issue
Explain your companys perspective
Shape the story

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Part4: Responses

Crisis: Responses

Starting Points for Good Responses


a.
b.
c.
d.
e.

Our primary concern at this point is


What I can tell you right now is
At the moment, our primary focus is
The important thing at this point is
I think a more accurate term is _____ (& then explain why)

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Crisis: Accidents or Emergencies

Major Accidents or Emergencies


a. Confirm/assign staff responsibilities
b. Plan for sustained media presence, coverage develop a briefing
schedule
c. Find daily news peg, story angle think whats next ?
d. Be first with the news (internal & external) shape the story
e. Prepare your spokesperson
f. Look for good news offer behind the scenes access, if
appropriate
g. Use all your tools
E-mail,
YouTube,
Website,
Photo releases

h. Dont forget internal communications


i. Pace yourself, key staff
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Crisis: If/When & Legal Counsel

If/When It Gets Really Bad

Working with Legal Counsel

a. Ask yourself, Whats the worst


thing they can do ?
b. Volunteer for the second worst
quickly
c. Announce the decision to do so

a. Same team, different


perspectives
b. Equally critical in emergencies
c. Tactics
1) Build relationship in advance,
gain trust
2) Highlight bad examples
elsewhere
3) Understand legal concerns,
present options
4) Bottom line the boss needs
both perspectives

The longer you delay,


the higher the cost
$$ & reputation

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Crisis: If/When & Legal Counsel

When the Storm Passes

Keys to Success

a. Thank those (inside & outside)


who helped
b. Reward & congratulate
successes
c. Collect lessons learned
d. Track issues, think about next
news peg memorial,
anniversary ?

a. Build relations with key people


in advance
b. Have a plan, communicate it
c. Fill the immediate news hole
d. Try to stay ahead of the news
e. Use all your resources
1) Staff,
2) Website,
3) Social media
f.

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Learn for next time

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Crisis: Social Media

Dealing with Social Media


a.
b.
1)
2)
3)

Part of your strategy, but not the driver


Valuable resources for:
Monitoring, listening
Sharing perspective
Interacting with users/customers/clients

c. Can be a time/resource vampire


d. Choose those that work for your business
e. Interact with professionalism, authenticity

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S.19

Part5: Social Media

Social Media: Social Media

Social Media & 2-Way Symmetrical


a. The new social media networks are,
a boon to the possibilities of 2-way symmetrical practice.
An organization can, if it desires, listen to its publics & make
changes in its programs on the basis of those communications.
It can also use them to explain its policies to these publics.
b. Name some crisis which happened through
Social Media
E.g.
Ariel & Luna Maya case (2010: immoral cases)
What else ?

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Social Media: Social Media (Cont.)

c. Social media & mobile technology have changed the landscape for
crisis management.
d. These changes include:
1) Heightened stakeholder expectations of 2-way communication &
transparency in a crisis;
2) Amplifying the speed at which organizations need to be prepared to
respond & communicate in a crisis;
3) Increasingly,
it is more difficult for you to get ahead of the story &
position your organization as the narrative of its own crisis.

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Social Media: New

New: Crisis & Social Media


1. Social media represent a central challenge & opportunity for
public relations practitioners.
As a case in point, consider the recent video posted on YouTube by
employees of Dominos Pizza,
offering viewers a twisted view of food preparation at the national
chain.
Although the video was quickly discredited as a hoax,
it nevertheless was seen by millions of potential Dominos customers
who may have had their views of
the companys products seriously downgraded.
See http://www.youtube.com/watch?v=OhBmWxQpedI
2. Dominos responded to its YouTube crisis by posting its own video on
YouTube. See http://www.youtube.com/watch?v=7l6AJ49xNSQ
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S.23

Social Media: New (Cont.)

3.

a)
b)
c)
d)

From the case (previous slide)


How should a company respond to a crisis generated by
such communication on social media such as
YouTube,
Facebook,
Twitter &
the like ?

4. What are the appropriate strategic considerations ?


5. What goals & objectives are realistically achieved when utilizing
social media in a pro-active or reactive fashion ?
6. Is Dominos response to its YouTube crisis by posting its own video on
YouTube can be consider as the right response ?
7. What other steps should be taken ?
8. How can results be measured ?

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Watch Other Videos

1. Dr. W. Timothy Coombs (7 minutes): Situational Crisis Communication


Theory: https://www.youtube.com/watch?v=2zctIlJUeoA
2. Dr. W. Timothy Coombs (7.47 minutes): Social Media & Crisis
Management: https://www.youtube.com/watch?v=aMUPaDBXqlk
3. Milken Institute (2014) Crisis Management & Communications 1
hour video, interviews with experts & practitioners in the USA:
https://www.youtube.com/watch?v=bBGbqwTihC4
4. Melissa Agnes in The Secret to Successful Crisis Management in the
21st Century (18 minutes):
https://www.youtube.com/watch?v=VQGEPEaEWtg
5. Tony-Ridley: Crisis Management Plan dari sisi lain:
https://www.youtube.com/watch?v=seO-GJ7J0G4

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S.25

Course : Crisis Communication (1509CC05)

elearning.lspr.edu
Associate Partners :

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