Crisis Management Guidelines @PRS International Group of Comapnies

CRISIS MANAGEMENT GUIDELINES Before a crisis. During a crisis. After a crisis

TABLE OF CONTENTS: WHY CRISIS? WHAT IS CRISIS? TYPES OF CRISIS CHARACTERISTICS OF CRISIS CRISIS MANAGEMENT ESSENTIAL FEATURES OF CRISIS MANAGEMENT TEN THINGS TO REMEMBER DURING CRISIS WHEN TO REPORT A COMPLAINT PROCEDURE OF COMMUNICATION AT CRISIS ON SET CRISIS COMMUNICATION CHECKLIST.

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Why Crisis ?

Crisis can arise in an organization due to any of the following reasons: Technological failure and Breakdown of machines lead to crisis.

Problems on the internet, corruption in the software, errors in passwords all result in a crisis.

A crisis arises when employees do not agree to each other and fight amongst themselves. Crisis arises as a result of boycott, strikes for indefinite periods, disputes, and so on.

Violence, thefts and terrorism at the workplace result in organization crisis.

Neglecting minor issues, in the beginning, can lead to major crisis and a situation of uncertainty at the workplace. The management must have complete control on its employees and should not adopt a casual attitude at work.

Illegal behaviors such as accepting bribes, frauds, data or information tampering all lead to organization crisis.

Crisis arises when organization fails to pay its creditors and declares itself a bankrupt organization.

What is Crisis ?

A sudden and unexpected event leading to major unrest amongst the individuals at the workplace is called as organization crisis.

In other words, crisis is defined as any emergency situation which disturbs the employees as well as leads to instability in the organization. Crisis affects an individual, group, organization or society on the whole.

Types of Crisis: 1. A natural disaster that affects the community.

2. The physical destruction of church or property, either from a natural disaster or purposeful intent.

3. Illegal, scandalous, or otherwise publicly questionable behavior by clergy, religious, staff member, or parishioner.

4. Allegations of sexual misconduct by clergy, staff member, or parishioner.

5. A community tragedy with regional or national impact.

Characteristics of Crisis Crisis is a sequence of sudden disturbing events harming the organization.

Crisis generally arises on short notice.

Crisis triggers a feeling of fear and threat amongst the individuals.

Crisis Management The art of dealing with sudden and unexpected events which disturbs the employees, organization as well as external clients refers to Crisis Management.

The process of handling unexpected and sudden changes in organization culture is called as crisis management.

Need for Crisis Management Crisis Management prepares the individuals to face unexpected developments and adverse conditions in the organization with courage and determination.

Employees adjust well to the sudden changes in the organization.

Employees can understand and analyze the causes of crisis and cope with it in the best possible way.

Crisis Management helps the managers to devise strategies to come out of uncertain conditions and also decide on the future course of action.

Crisis Management helps the managers to feel the early signs of crisis, warn the employees against the aftermaths and take necessary precautions for the same.

Essential Features of Crisis Management Crisis Management includes activities and processes which help the managers as well as employees to analyze and understand events which might lead to crisis and uncertainty in the organization.

Crisis Management enables the managers and employees to respond effectively to changes in the organization culture.

It consists of effective coordination amongst the departments to overcome emergency situations.

Employees at the time of crisis must communicate effectively with each other and try their level best to overcome tough times.

Points to keep in mind during crisis 1. Don’t panic or spread rumors around. Be patient.

2. At the time of crisis the management should be in regular touch with the employees, external clients, stake holders as well as media.

3. Avoid being too rigid. One should adapt well to changes and new situations.

Ten Things to Remember When Reporting Complaint Leave out technical details about the method of suicide, such as describing the type of ligature used or the number and types of pills taken in an overdose. Never suggest that a method is quick, easy, painless, or certain to result in death.

Language matters. Avoid dramatic headlines and terms such as ‘suicide epidemic or ‘hot spot’.

Include references to support groups and places where suicidal people can find help – it really does make a difference.

Treat social media with particular caution and refrain from mentioning websites or networks that promote or glamorize suicide.

Avoid dramatic or sensationalist pictures or videos. Refrain from including content from suicide notes.

Young people are especially vulnerable to negative suicide coverage. Do not give undue prominence to photographs of a young person who has died and avoid repeated use of images such as galleries.

Try not to give a story undue prominence, for example with a front cover splash.

Don’t brush over the complex realities of suicide and its impact on those left behind. Remember that people bereaved by suicide are often vulnerable and are more likely to take their own lives than the general population.

Speculation about the ‘trigger’ for a suicide – even if from close family members – should be avoided.

Use statistics with caution. Check with Samaritans or the relevant national statistical agency to make sure you have the most recent data and are comparing like with like.

Procedure for Communicating at Crisis Onset For Emergencies: Dial 100 At crisis onset, call the Public Relations Officer. If the call is after hours, you will be instructed where to call.

If needed, the office will assign a staff member to serve as a liaison between the parties involved and the PRO’s office until the situation is resolved.

If you receive a media inquiry: PRO will assist as needed with the release of information, updates, or a statement. Channels may include the media, social media, the Archdiocese of Bhopal’s e-newsletter or a written statement.

The office will maintain contact through the liaison until the situation is resolved.

The office will keep a permanent record of the situation on file. Situation details and records are kept confidential.

Crisis Communication Checklist A crisis will happen in the life of most organizations. It’s not so much a matter of if but when. Even if you think it will never occur, taking time to prepare for a crisis is your best defense. Use this checklist as a starting point for the

development of your agency or organization’s crisis communication plan.

Part I-A Before the Crisis, Preparation 1. Organize a "what if" brainstorming session with others. Come up with "what if" scenarios about potential crisis situations and write a general procedure for responding to the "what if" crises.

2. Select crisis management and crisis communication teams. Who is responsible for communicating with the media during a crisis? Everyone in your organization should know the members of the crisis communication and crisis management teams.

3. Identify key audiences. Determine to whom you want to communicate.

4. Designate a spokesperson. One person should answer all questions and make all presentations to ensure that information comes from one source.

5. Anticipate the tough questions. Make a list of potential tough questions and be ready to respond to them.

Part I During the Crisis, Communication 1. Gather information. Facts should be routinely updated; rumors should be verified or exposed as myths. Miscommunication heightens during a crisis and can be exaggerated by half-truths, distortions, or negative perceptions.

2. Develop messages and then communicate the messages and the facts. Develop a few clear, simple messages for the media. The message should communicate concern about what is happening and explain what the organization is doing to address the crisis. In a crisis that involves physical harm or a health risk to the public, provide guidance to the public and get the public the information they need, quickly.

3. Provide graphics. Using drawings, graphics or diagrams helps you illustrate your point about a process that may be complicated.

4. Be active, not reactive. Take the offensive when a serious matter occurs.

5. Centralize information. Use one spokesperson who communicates effectively knows your communication plan and comes across as trustworthy and caring.

6. Control the message. Stick to the message and the facts. Control the information that is disseminated.

7. Control the flow of information. Hold regularly scheduled news conferences or reports so that the information gets aired frequently and reliably.

8. Do not get angry. Stay calm and friendly, even when you are asked the "hard" questions.

Part II During the Crisis, Communication 9. Stay "on the record" in all interviews. Any comment worth saying should be said, "on the record."

10. Do not say "no comment." Try to have an answer to reporters' questions. Saying "no comment" appears to television viewers and newspaper readers that you have something to hide.

11. Respond to the news media quickly and fairly. Cooperate with reporters, be sensitive to deadlines, and provide all reporters with the same information.

12. Keep track of media calls and requests. You will use this information later as you evaluate your crisis communication plan and your response to the crisis.

13. In any crisis situation, follow every order, direction, or suggestion from emergency officials.

14. Write everything down. Maintain a crisis communication inventory of what was said, by whom, and at what time. This way you will have a record of the event and how it was communicated. You can evaluate your responses to better be prepared if another crisis happens in the future.

Part III After the Crisis- ‐ Evaluation 1. Review why the crisis occurred. Could you have done anything to prevent the crisis?

2. Evaluate how the crisis was handled. Was information disseminated through one spokesperson? Were there any miscommunications?

3. Examine similar scenarios. What would you do in a similar situation in the future? What did others do in similar situations?

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