3874 chapter 3-4
read chapters 3-4 then do 3 assignments (this one does not have peer response only the post
PAD3874 Community Relations Theory- Module 2 read chapters 3-4 book provided the following 3 assignments are based on these chapters please keep all 3 assignments in its own separate word document due 8/28
professor will place in Turnitin therefore do not place just make sure no plagiarism. All articles can only be used 1 time
Assigment#1- Module chapter summary
1. After reading Chapter Three, prepare a 100 word response to the below question.
Discuss and explain the different internal and external publics. Describe ways they can be used to engage with the media.
2. After reading Chapter Four (CRISIS COMMUNICATIONS) prepare a 100 word response to the question below.
What does the news media want to know? Explain.
Assigment#2 Module chapter peer discussion
1. Locate and summarize an article (does not need to be scholarly) relating to the effective and/or ineffective use of blogs and social media in the event of a crisis. Summarize the article and POST ON THE DISCUSSION BOARD in at least 100 words. Please cite your article using APA format. (Outside sources are NOT required to be a scholarly. However you must provide the articles citation in the discussion board post.)
Assigment#3 research assignment article
Research Assignment: Using this library
https://www.fsw.edu/library/
, locate one scholarly case study article that evaluates and identifies the best choices to restore essential public services: water, transportation, communication, power, health and public works, garbage collection, and business after a disaster. For this article prepare a summary paper as follows:
Page One Cover Page: Include the Course Title and Number, Your Name, Title of Assignment, Professors Name, and Date in APA format.
Page Two Summary (150 words): Summarize the articles thesis (or hypothesis), methodology, evidence, logic, argument, and summarize its conclusions.
Page Three Evaluation (150 words): Using the article you summarized for Week Two, critique the article’s thesis (or hypothesis), methodology, evidence, logic, and conclusions from your perspective on the problem. Be constructively critical, suggesting how the research could be better or more useful. Cite at least one other scholarly article to compare, contrast, and support your critique.
Page Four References: Add references in proper APA Format e.g. Smith, N (2005). Information technology in the public sector. Technology and Public Administration Journal, 12(3), 125-136. Crisis Communications
Crisis Communications: A Casebook Approach presents case studies of
organizational, corporate, and individual crises, and analyzes the commun –
ication responses to these situations. Demonstrating how professionals
prepare for and respond to crises, as well as how they develop com –
munications plans, this essential text explores crucial issues concerning
communication with the news media, employees, and consumers in times
of crisis.
Author Kathleen Fearn-Banks examines the steps of choosing the
appro priate words to convey a message, selecting the method and channels
for delivering the message, and identifying and targeting the most appro –
priate publics or audiences. She also addresses such important topics as
avoiding potential mismanagement of communication in crisis situations.
Key features of this fourth edition are:
Six new cases, including several international crises;
Current discussion of communications technology as it relates to
crises; and
A companion website with additional cases as well as supplemental
materials for students and classroom resources for instructors. Please
visit www.routledge.com/textbooks/fearn-banks.
A Student Workbook is also available for use with this volume, providing
additional pedagogy for each chapter, including discussion questions,
activities, key terms, case exercises, and worksheets.
Utilizing both classic and contemporary cases of real-world situations,
Crisis Communications provides students in public relations and business
with real-world perspectives and valuable insights for professional
responses to crises. It is intended for use in crisis communications, crisis
management, and PR case studies courses.
Kathleen Fearn-Banks is Professor of Communication in the Department
of Communication at the University of Washington.
Communication Series
Jennings Bryant/Dolf Zillmann, General Editors
Selected Titles in Public Relations (James E. Grunig, advisory editor)
include:
Austin/Pinkleton
Strategic Public Relations Management: Planning and Managing Effective
Communication Programs, Second Edition
Berger/Reber
Gaining Influence in Public Relations: The Role of Resistance in Practice
Botan/Hazleton
Public Relations Theory II
Hearit
Crisis Management by Apology: Corporate Response to Allegations of
Wrongdoing
McKee/Lamb
Applied Public Relations: Cases in Stakeholder Management, Second Edition
Crisis Communications
A Casebook Approach
Fourth Edition
Kathleen Fearn-Banks
University of Washington
First edition published 1996
by Lawrence Erlbaum Associates Inc.
Second edition 2001
Third edition 2007
This edition published 2011
by Routledge
270 Madison Avenue, New York, NY 10016
Simultaneously published in the UK
by Routledge
2 Park Square, Milton Park, Abingdon, Oxon OX14 4RN
Routledge is an imprint of the Taylor & Francis Group, an informa business
2011 Taylor & Francis
The right of Kathleen Fearn-Banks to be identified as author of this
work has been asserted by her in accordance with sections 77 and 78
of the Copyright, Designs and Patents Act 1988.
All rights reserved. No part of this book may be reprinted
or reproduced or utilized in any form or by any electronic,
mechanical, or other means, now known or hereafter invented,
including photocopying and recording, or in any information
storage or retrieval system, without permission in writing
from the publishers.
Trademark Notice: Product or corporate names may be
trademarks or registered trademarks, and are used only for
identification and explanation without intent to infringe.
Library of Congress Cataloging in Publication Data
Fearn-Banks, Kathleen.
Crisis communications: a casebook approach/Kathleen Fearn-Banks
4th ed.
p. cm.
Includes index.
1. Public relationsManagementCase studies. 2. Crisis
managementCase studies. 3. AdvertisingCase studies. I. Title.
HD59.F37 2010
659.2dc22 2010014680
ISBN 13: 9780415880589 (hbk)
ISBN 13: 9780415880596 (pbk)
ISBN 13: 9780203849521 (ebk)
ISBN 0-203-84952-3 Master e-book ISBN
This edition published in the Taylor & Francis e-Library, 2010.
To purchase your own copy of this or any of Taylor & Francis or Routledges
collection of thousands of eBooks please go to www.eBookstore.tandf.co.uk.
Brief Contents
Preface x
1 Crisis Communications Today 1
2 Crisis Communications Theory 16
3 Communications to Prevent Crises 27
4 Communications When the Crisis Strikes 33
5 Social Media and Crisis Communications 55
6 Rumors and Cybercrises 63
7 Textbook Crises 90
8 Culture Crises: Foreign and Domestic 110
9 Environmental Crisis 161
10 Natural Disasters 176
11 Transportation Crises 215
12 Product Failure and Product Tampering 236
13 Death and Injury 260
14 Individuals in Crises 291
15 The Crisis Communications Plan 301
Appendix A Generic Crisis Communications Plan for a Large
Company 320
Appendix B Crisis Communications Plan for Seattles Union
Gospel Mission 340
Appendix C Crisis Communications Plan for a Fictitious
Small Business 347
Sources 366
Index 377
vi Brief Contents
Full Contents
Preface x
1 Crisis Communications Today 1
What is a Crisis and What is Crisis Communications? 2
The Five Stages of a Crisis 4
Public Opinion 9
Mini-Case: White Star Lines Titanic Sinks 10
2 Crisis Communications Theory 16
Apologia Theory 16
Image Restoration Theory 18
Decision Theory 19
Diffusion Theory 19
Excellence Theory 20
Summary 26
3 Communications to Prevent Crises 27
The News Media 27
Internal Publics 28
Customers/Consumers 30
4 Communications When the Crisis Strikes 33
Communicating with the News Media 34
Communicating with Lawyers 44
Communicating with Internal Publics 47
Communicating with External Publics 49
Communicating Directly with the Masses 50
5 Social Media and Crisis Communications 55
6 Rumors and Cybercrises 63
Word-of-Mouth Rumors, E-mail Rumors, Rogue Websites,
and Blogs 64
The Nature of Rumors 64
How Rumors Start 65
Mini-Case: Procter & Gamble and the Satanism Rumor 66
Case: Snapps Restaurant and the AIDS Rumor 66
Types of Rumor 72
How Rumors Spread 75
Detecting a Rumor and Preventing its Spread 75
Fighting the Rumor 77
Social Media Rumors 78
Battling Online Rumors 79
Mini-Case: Microsoft Fights Fake E-Mailed News Release 81
Mini-Case: The Killer Banana Rumor 82
Rogue Websites 82
How Do Companies Prevent Rogue Websites? 84
What to Do After an Attack Site Is Up 85
Mini-Case: Alaska Airlines and the Good and Bad News
Websites 86
Mini-Case: Dunkin Donuts Adopts a Rogue Website 87
Mini-Case: America Online and a Sucks Site 88
Blogs 89
Conclusion 89
7 Textbook Crises 90
Case: Johnson & Johnson and the Tylenol Murders 90
Case: Exxon and the Valdez Oil Spill 101
8 Culture Crises: Foreign and Domestic 110
Case: Saginaw Valley State University and the Theater
Controversy 110
Case: AIDS in Africa 116
Case: Texas A&M University and the Bonfire Tragedy 145
9 Environmental Crisis 161
Case: Hagen-Dazs and Honey Bees 161
10 Natural Disasters 176
Case: Hurricane Katrina and New Orleans 176
viii Full Contents
11 Transportation Crises 215
Case: Holland America Line and Cruise Crises 215
Case: US Airways and the Emergency Landing in the Hudson 226
12 Product Failure and Product Tampering 236
Case: Yuhan-Kimberly and Baby Wet Wipes 236
Case: Maple Leaf Foods and the Battle against Listeria 243
Case: Wendys and the Finger-in-the-Chili Hoax 252
Mini-Case: Dominos Pizza 258
13 Death and Injury 260
Case: Columbine High School and the Shooting Tragedy 260
Case: Metro Transit: Driver Shot, Bus Flies Off a Bridge 275
14 Individuals in Crises 291
The Public Person 293
Publicist or Lawyer? 294
Apologies 294
Talk or Keep Silent? 297
Responding to a Scandal 298
15 The Crisis Communications Plan 301
Crisis Inventory 301
Developing the Crisis Communications Plan 306
Appendix A: 320
Generic Crisis Communications Plan for a Large Company
Appendix B: 340
Crisis Communications Plan for Seattles Union
Gospel Mission
Appendix C: 347
Crisis Communications Plan for a Fictitious Small Business
Sources 366
Index 377
Full Contents ix
Preface
This, the fourth edition of Crisis Communications: A Casebook Approach,
like the previous editions, is concerned with how organizations, compa-
nies, and individuals cope with the communications aspect of crisis
management. How do they, or should they, communicate with the news
media, employees, and consumers? They must choose the best possible
words to convey their message, the best possible method of delivering the
message, and the precise and most appropriate public(s) or audience(s).
There are obviously many more methods of communications as time
passes; this makes the choices of methods challenging. However, the ideals
and principles remaindoing what is fair and honest.
Six new case studies are included in this volume. Hagen-Dazs and
Honey Bees is about the worldwide disappearance of honey bees, the
foods and food products we will be without unless something is done,
and the work that the ice cream manufacturer Hagen-Dazs is doing to
help propel the study that will, hopefully, find a solution. Holland
America Line and Cruise Crises shows us how limitless the kinds and
numbers of crises one organization may endure are. Saginaw Valley
State University and the Theater Controversy centers on a Michigan
universitys fight to serve its students and teach others about tolerance.
US Airways and the Emergency Landing in the Hudson is the familiar
crisis from the unfamiliar point of view of the communication team at
US Airways. Yuhan-Kimberly and Baby Wet Wipes is one of two
additional crises outside of the U.S., and it is about how the Korean-
based company used communications when consumers perceived one of
their products as harmful to infants.
The other crisis originating outside the U.S. is from Canada; Maple
Leaf Foods and the Battle against Listeria centers on how that company
took the high road when consumers became ill and died from their
products laden with the bacteria. There is a chapter, Social Media and
Crisis Communications, on the newest technology rage and a chapter,
Individuals in Crisis, on what public individuals do and should do when
involved in scandal. A chapter on how to develop a crisis communications
plan remains, updated to include social media. There are three crisis
communications plans in the appendices and all have been revised to
include the new technology. Two are genericthe large company and
the small businessand the third is an actual crisis campaign plan for a
nonprofit, Seattles Union Gospel Mission.
Four case studies have been removed from the print edition and can
now be accessed on the website, www.routledge.com/textbooks/fearn-
banks. Most remaining chapters and case studies have been updated.
Acknowledgments
I thank the crisis communicators and their staff members who helped
provide me with the information for the case studies. At Yuhan-Kimberly
in Seoul, Korea, the assistance was provided by S. W. Son, E. W. Lee, Y.
I. Kim, K. H. Kang, J. W. Shin, K. S. Cho, J. W. Lee, J. W. Leekim. Dr.
Yang-ho Choi of Chosun University introduced me to the crisis at Yuhan-
Kimberly. My former student, Boram Park, also assisted in translating from
Korean. For Maple Leaf Foods in Toronto, I was assisted by Linda Kuhn,
Jeannette Jones, and Linda Smith. Hagen-Dazs simply asked to be
recognized as The Hagen-Dazs Brand team. For Saginaw Valley State
University, I was assisted by Eric Peterson, J. J. Boehm, and Gene Hamilton
as well as Justin Engel and Janet Martineau of the Saginaw News.
Erik Elvejord and Michael Versteeg at Holland America Line found
time to help despite their work schedules.
Sister Mary Lou Specha, PBVM, of Reconcile New Orleans kept me
apprised of the progress of the youths she serves. Kathy Gill of the
University of Washingtons Masters Degree in Digital Media program and
Ron Schott of Spring Creek Group were my social media experts. Henry
Marsh, Ruth Marsh, and Osie Thornton, Jr. in Michigan, Gerald Brown
in Los Angeles, Agnes Marsh in Louisville, and Elva Miller in Blacksburg,
Virginia, sent me information and material. Gina Arnold was my artist.
I thank Sharon Thomas-Hearns and Jeff Lilley at Seattles Union Gospel
Mission for permitting us to publish their crisis communications plan.
Very helpful University of Washington student researchers were Zach
Buck, James Tosch, Katie McElroy, Rachel Huntsberger, Kristin Marie
Scheidegger, Amina Saleh, M. S. Erickson, and students in COM 452
Crisis Communications. The Department of Communications reference
librarian Jessica Albano is indispensable to students and to me. Staff
members Patricia Humphrey and Robin Brooks helped organize the
cases. Kristina Bowman, Nika Pelc, and her staff of computer support
specialists are always helpful.
Professor Albert Sampson of Argosy University has been an excellent,
dutiful proofreader for all four editions. I thank him and also Routledge
editor Linda Bathgate who has been supportive from the beginning.
Preface xi
Crisis Communications Today
People who pick up a book on crisis communications are aware of social
media. Perhaps they do not use them or use them only socially. Perhaps,
they dont know how to use them or dont know if they should use
them. However, they are aware that social media exist and are major
communications tools in the second decade of the 21st century.
Between the date this book goes to press and the date it is in book
stores there will undoubtedly be new networks and usages of social media.
Many experienced crisis communicators are exploring, developing, and
learning how best to use social media. Chapter 5, Social Media and
Crisis Communications of this textbook addresses how organizations
and companies have used Twitter, Facebook, MySpace, YouTube, blogs,
and other social media to cope with crises. The chapter includes advice
on using social media and cites some crises caused by the use of social
media.
Crisis communications demands that one uses the best crafted message
delivered by the most effective method to the precise public (audience).
This has not changed. What has changed is the fact that social media
make it possible for faster communication than traditional methods and
to a very precise, often chosen, public. Whereas we used to have a
golden hour to disseminate crucial information about a crisis, now we
have a golden few minutes before publics expect information. The
message still needs to be carefully writtenmistakes on social media can
live foreverbut social media encourage rapid and frequent two-way
communication between an organization and its segmented publics,
without a gatekeeper. Social media can build positive relationships with
these publics.
So what the new technology has done is present new methods of com-
municating faster, possibly better and possibly not. It has not eliminated
the need for traditional methods. And it has not changed the facts of
human behaviorethical and professional standards, the basic tenets
of crisis communications.
Chapter One
What is a Crisis and What is Crisis
Communications?
A crisis is a major occurrence with a potentially negative outcome
affecting the organization, company, or industry, as well as its publics,
products, services, or good name. A crisis interrupts normal business
transactions and can sometimes threaten the existence of the organization.
A crisis can be a strike, terrorism, a fire, a boycott, product tampering,
product failure, or numerous other events (see the list in Chapter 15,
p. 308). The size of the organization is irrelevant. It can be a multi-
national corporation, a one-person business, or even an individual.
Public relations (PR) professionals often say, I have a crisis every day.
This is an exaggeration, of course. The term crisis denotes something more
serious than a problem. Public relations people deal with problems
solving them or avoiding them. By definition, however, a crisis interrupts
the normal flow of business, so a crisis cannot be a normal part of this
flow.
On the other hand, a crisis is not necessarily so catastrophic that the
life of the organization is destroyed. Exxon suffered the crisis of crises
after its oil spill in 1989. It still suffers from a bad image, but it continues
to thrive in business. (See the Exxon case in Chapter 7.)
This book advises you to plan for the worst that can happen, whether
it be a crisis or a problem, and it brings us to another expression: Be
prepared. This book shows you how to prepare yourself and your
organization to cope with crises that may occur. It deals with preparations
made far in advance, as well as with strategies and tactics to be used
during a crisis. It examines the experiences of public relations profes-
sionals in crises, describing what they did, what they wished they had
done, and what hampered their progress. You can learn from their
successes and failures.
In a crisis, in contrast to a problem, emotions are on edge, brains are
not fully functioning, and events are occurring so rapidly that drafting
a plan during a crisis is unthinkable. Simply following one is difficult.
Crisis management is a process of strategic planning for a crisis or
negative turning point, a process that removes some of the risk and uncer –
tainty from the negative occurrence and thereby allows the organization
to be in greater control of its own destiny.
Crisis communications is the dialog between the organization and its
public(s) prior to, during, and after the negative occurrence. The dialog
details strategies and tactics designed to minimize damage to the image
of the organization.
Effective crisis management includes crisis communications that not
only can alleviate or eliminate the crisis but also can sometimes bring
the organization a more positive reputation than it had before the crisis.
2 Crisis Communications Today
Public relations deals with publics. Publics are the specific audiences
targeted by programs. People frequently use the term general public,
but public relations professionals are usually more specific in their
targeting. Examples of corporate publics include the following: employees;
customers; stockholders; community members; board members; unions;
and retirees.
Proactive public relations programs can be used to build relationships
with certain publics. They can prevent crises; they can also make these
publics supportive when there is a crisis. Trust is at the heart of each
type of public relations.
These programs might be the following:
Media relations: Building a positive relationship with the news media
so they know you are reliable, professional, accurate, and ethical.
Tactics for the news media would include not only news releases but
also pitch letters, backgrounders, media advisories, media tours,
news conferences, and others.
Community relations: Building a positive relationship with commun –
ity leaders, organizations, families, individuals. Tactics may include
advisory boards, open houses, speakers bureaus, public service
announcements, CSR (corporate social responsibility) activities, ex –
hibits, scholarships.
Employee/internal relations: Building a bond with employees even if
there are only one or two, making employees feel a part of the
organization. These would be volunteers in nonprofit organizations.
Tactics would be the use of an intranet, newsletters, and other house
organs, closed circuit television, e-mail and other social media,
contests, awards, gifts.
Consumer relations: Building a mutual bond between the company
and its customers. A returns policy, tours, sales advantages, bro –
chures, posters/flyers, open houses, educational material, and a
complaint system are possibilities.
There can also be programs for government relations, labor relations,
international relations, investor relations, and others. An organization
depends on these publics for survival because they have some stake in
the organization.
Public relations is concerned with reputation. It exists to avoid a
negative image and to create or enhance a positive reputation. It is largely
the fear of a negative image that causes organizations to develop public
relations departments, hire public relations agencies, or both. Too often,
an organization does not consider utilizing public relations until it is in
a crisis. Then it wants a speedy recovery.
Crisis Communications Today 3
Research shows that companies with ongoing two-way communica-
tions often avoid crises or endure crises of shorter duration or of lesser
magnitude (see Chapter 2, Crisis Communications Theory). Research
also shows that companies with a crisis management and/or crisis com –
munications plan come out of a crisis with a more positive image than
companies without such a plan.
Whether an organization is a large multinational company or a small
business, a crisis communications plan is needed. A crisis communications
plan is preferably a part of a company-wide crisis management plan that
includes sections on evacuation, work sites, equipment, and so on. If a
company does not have a crisis management plan, a crisis communications
plan is still advisableeven urgent.
The media to which you have tried unsuccessfully to pitch ideas for
news stories, the media that toss perfect news releases in the trash, the
media that never return phone callsthose media will call on you in a
crisis. They will probably not telephone in advance. They will show up
on your premises in your face. The media, seeing themselves as
advocates for the people, can be the principal adversaries in a crisis.
This is a time when public relations takes front and centerin a very
crucial way. This is not to say that public relations will operate
independentlythat might be a greater disaster. It is a time, however,
when the CEO (chief executive) may listen to the PR pro whose name
he can never remember.
Sometimes, even in a crisis, the head of the company or organiza-
tion does not listen because business schools often teach CEOs to make
their own decisions. There are many documented cases of disasters
during which CEOs acted independently. The Exxon crisis is an example.
Exxons CEO, Lawrence Rawl, did not respond as the media and envir –
onmentalists would have preferred. He did not accept responsibility as
rapidly as critics felt he should have. He did not fly to Valdez to express
concern. All the moves the public relations experts would advise, Rawl
ignored. Rawl is not alone among corporate heads in his response, but
the number of bad responses is declining as organizations learn the
effects of public opinion.
In a crisis, when everyone else is in a state of panic, public relations
practitioners must offer a calming presence: This is not as bad as it
seems, or This could be worse. We cannot turn crises into catastrophes.
This is what we do . . .
The Five Stages of a Crisis
A crisis has five stages:
1. Detection
2. Prevention/preparation
4 Crisis Communications Today
3. Containment
4. Recovery
5. Learning.
Detection
The detection phase may begin with noting warning signs, or what
Barton (1993) referred to as prodromes or the prodromal stage. Some
crises have no noticeable prodromes, but many do.
When an organization in the same business as yours suffers a crisis, it
is a warning to your organization. The 1982 Tylenol tampering case was
a prodrome to other manufacturers of over-the-counter drugs. Most
companies heeded that warning and now use tamper-proof containers.
Imagine how many crises were avoided by noticing that what happened
to Tylenol could happen to other companies.
On the other hand, Johnson & Johnson itself had little warning before
it was hit with this crisis. No one had ever before poisoned an over-the-
counter painkiller; it was not a crisis Johnson & Johnson had anticipated.
The only warning the company had was a phone call from a journalist
from the Chicago Tribune, taken by a Johnson & Johnson public relations
staff member. The journalist asked questions about the companys
holdings, the spelling of names, and so forth. The employee reported the
call to supervisors, who called the newspaper and found out that there
were deaths attributed to Tylenol (see Chapter 7, Johnson & Johnson
and the Tylenol Murders).
The Exxon Valdez oil spill was a prodrome to other companies as well
as Exxon itself. Oil companies now know better how to prevent spills,
how to clean up spills, and how to react to the public after spills.
There are other less obvious prodromes. Employee discontent over any
issue is a sign of a brewing crisis. Perhaps there is an increase in complaints
about work hours, work conditions, or unreasonable supervisors. Any one
of these and many more issues can be an early sign of a work stoppage.
The same prodromes can be early signs of workplace violence.
An organization should watch for prodromes and make attempts to
stop a crisis at this stage, before it develops into a full-blown crisis. To
detect these early signs, organizations form employee committees that
function like lighthouse keepers watching for vessels at sea, watchdogs,
or whistle-blowers. These whistle-blowers report warning signs to
organization officials who can implement plans to avoid the impending
crisis or at least have time to prepare to address the media or other
publics.
Crisis detection also refers to a system within the organization in
which key personnel are immediately notified of a crisis. An organization
has a considerable advantage if it knows about a crisis before its publics
Crisis Communications Today 5
do, especially before the news media get the tip. This gives the organiza-
tion time to draft a statement, make preparations for a news conference,
notify the crisis team, and call in spokespersons. As mentioned earlier,
the phone call from a Chicago Tribune journalist gave Johnson &
Johnson some lead time before the public knew about the Tylenol
murders.
Crisis Prevention
Ongoing public relations programs and regular two-way communications
build relationships with key publics and thereby prevent crises, lessen the
blows of crises, or limit the duration of crises.
The establishment of a corporate culture conducive to the positive and
open interaction of members also minimizes crises, as does including crisis
management in the strategic planning process (see Chapter 2, Crisis
Communications Theory).
There are other specific tactics and actions that an organization may
adopt to prevent crises. These tactics must be communicated to
appropriate publics. A company must not only do what is right. It also
must tell its publics that it is taking appropriate action. This may appear
to be bragging, but if the company does not reveal ethical and professional
business practices, publics will never know. Crisis prevention tactics
include the following:
1. Fostering the continued development of organizational policies that
allow for updates and changes based on variances of publics and
mission.
2. Reducing the use of hazardous material and processes.
3. Initiating safety training and providing rewards for employees with
stellar safety records.
4. Allowing the free flow of information from employees to management
with no punishment of employees who deliver bad news.
5. Following up on past crises or problems.
6. Attending community meetings.
7. Developing a community board with key outside members who are
public opinion leaders.
8. Circulating a newsletter to frequent consumers.
9. Offering scholarships to employees and their children as well as to
other children in the community.
10. Hosting community or employee picnics.
11. Sponsoring community activities, such as Little League teams and
charities.
In communications, diligence can sometimes prevent crises. A public
relations executive in the Midwest tells of a telephone call from a West
6 Crisis Communications Today
Coast journalist at 5 p.m., just as she was leaving for the weekend. She
could easily have refused the call, but she decided to take it. The reporter
was preparing to write a story for a big-city newspaper about the failure
of a product manufactured by the PR executives company. The story
was one that could have sparked a full-scale crisis. The PR person took
the time to locate information that proved the information to be baseless.
The reporter was satisfied and the crisis that could have been was averted.
If all members of the management staff are trained to be media savvy,
numerous crises can be prevented. Using the story above, the PR executive
could have consulted a respected expert on the issue to refute the charges
and nip them in the bud. Public relations personnel and key organizational
leaders should always be aware of who these experts are and of how to
reach them in emergencies. Prompt responses to media inquiries are also
a plus.
Crisis Preparation
Crisis preparation is necessary for dealing with crises that cannot be
prevented. Pepsi had no way of anticipating the scare in which
hypodermic syringes were found in cans of Diet Pepsi. The presence of
these syringes in the cans cried AIDS, and fear of the illness and death
far surpassed brand loyalty.
The crisis communications plan is the primary tool of preparedness
(see Chapter 15, The Crisis Communications Plan). This plan tells each
key person on the crisis team what his or her role is, whom to notify,
how to reach people, what to say, and so on. The crisis communications
plan provides a functioning collective brain for all persons involved in a
crisis, persons who may not operate at normal capacity due to the shock
or emotions of the crisis event.
Containment
Containment refers to the effort to limit the duration of the crisis or to
keep it from spreading to other areas affecting the organization.
Pepsi used an advertisement to end its crisis. After several hoaxes had
been exposed without the discovery of one documented case of a syringe
in a can after the original incident, the company decided the crisis was
over and told the world so. And it was.
Foo
