Crisis Communication Handbook

CRISIS COMMUNICATION HANDBOOK

Taryn Baxter

Introduction

Crisis communication is a highly malleable mode of communication. It doesn’t have to be merely reserved for the crisis managers or the crisis team. The crisis communication learned in the Organization Leadership program can be used in various situations throughout life. Even though there are benefits to using it for an organization, there are themes that can be applied to anything. That’s why crisis communication is so important to learn about. It can help anyone navigate an issue. It is important to recognize the pre-crisis red flags, identify the crisis type, mitigate the risk for the company or the personnel, and how to balance the high-pressure situation the crisis brings. Crisis types are frames people use to define and to interpret the crisis situation. Learning how to identify the proper type of crisis will set up the future mitigation processes. The following eight concepts are valuable lessons taking from the Crisis Communication class at Mercyhurst University.

Types of Crisis One May Encounter

Simple definitions of crisis types taken from Chapter 4 presentation for future reference (See also

Appendix A).

Operational Crises

Operational disruptions from disasters

Workplace violence

Unexpected loss of key leadership

Technical-error product harm

Human-error product harm

Organizational misdeeds

Malevolence

Technical error accident

Data breach

Scansis

Definition

When organizational routines are disrupted by disasters.

When an employee or former employee commits violence against other employees on the organization’s grounds.

When an organization suddenly loses a key leader, such as a CEO, to illness or death.

When the technology utilized or supplied by the organization fails and results in a defect or potentially harmful product.

When human error results in a defect or potentially harmful product.

When management takes actions, it knows may place stakeholders at risk or knowingly violates the law (organizational wrongdoing; transgressions).

When an outside actor or opponent employs extreme tactics to attack the organization such as product tampering, kidnapping, or terrorism.

When the technology utilized or supplied by the organization fails and causes an industrial accident.

When an organization’s digital files containing confidential or sensitive data (social security numbers, credit card information, medical records) are viewed or stolen by unauthorized individuals.

When a crisis also becomes a scandal. Creates a sense of moral outrage that is lacking in many operational crises. Moral outrage is driven by perceptions of injustice and greed.

Unique Crisis Forms Definition

Double crisis

Sticky crises

Longitudinal

Public health

Industry-wide

Spillover

Intrinsic

Crisis contagion

Synedoche

Paracrises

When crisis managers respond so inappropriately that the response creates a second crisis making the situation worse

Crises that are especially complex and challenging

Crisis lasts for an extended period of time; crisis managers and stakeholders face a continuing threat of harm

Health-related concern affects multiple industries and geographic locations

When crises impact all or most of an industry.

A form of industry-wide crisis. When a crisis in one organization negatively affects the entire industry (crisis by association)

A form of industry-wide crisis. When many organizations in the same industry are connected to the same crisis.

When a crisis in one organization is linked to a crisis in another organization. It’s similar to a spillover, but it is different because it can be caused by other factors other than being in the same industry.

When one franchise in an organization has a crisis, it becomes an organizational wide crisis: a crisis for the entire organization including all franchises. One or a few locations are taken to represent the entire organization. Similar to a spillover but is internal to across product lines/units.

Emerges when an organization must manage a crisis threat in full view of its stakeholders.

Chapter One: The Life Cycle of a Crisis

Part of a crisis manager’s responsibility is understanding the life cycle of a crisis. Each phase of the cycle requires different attention. We will be using Fink’s (1986) four-stage model as an outline. Within Fink’s model, it is important to note where the precrisis, crisis event, and postcrisis fit in.

1. Prodromal

a. Red flags (Kanye/Yeezy/Adidas)

i. What would have happened if Adidas dropped Kanye before the crisis?

b. This is where there are clues or hints that there is a crisis coming.

c. This is the warning stage and pre-crisis stage.

d. Precrisis important reminders:

i. This is where prevention can happen.

ii. This is also where one must prepare for the upcoming crisis.

2. Crisis Breakout

a. This is when a triggering event happens and brings the beginning damage upon an organization.

b. Identify the appropriate crisis type.

3. Chronic

a. “The effects of the crisis linger as efforts to clean up the crisis progress,” (Coombs, YEAR, p. 10).

4. Resolution

a. The wrap-up occurs in the resolution.

b. The resolution happens when the crisis is no longer concerning the stakeholders (which can be longer than you think).

i. For example, the train derailment in East Palestine, Ohio.

c. Postcrisis also occurs in the resolution.

i. Crisis managers must make the organization better prepared for the next crisis.

ii. If possible, leave the stakeholders with a positive impression of the crisis management efforts.

No stage of the crisis should be looked over. A crisis event could happen at any time, and it is crucial to have the appropriate framework to go through the situation. Make sure to communicate with the stakeholders throughout the crisis.

Chapter Two: Enterprise Risk Management

“Risks pose a threat but can be an opportunity for the organization if the crisis is managed skillfully.” (Coombs, YEAR, p. 22). Risks typically occur “before” crises. They typically have an element of threat; however, risks only have the potential to harm whereas crises conflict harm. Therefore, enterprise risk management is important because of the potential time saved preventing future crises.

Typical risk categories in business:

1. Strategic

2. Financial

3. Operational

4. Compliance

5. Technology

6. Reputation

Can overlap!

3 Essential tips for risk management in crisis communication:

1. Conduct regular risk assessments to identify potential crises, considering both internal and external factors.

2. Establish clear communication protocols and response plans tailored to different types of crises.

3. Transparency is crucial in crisis communication to maintain trust and credibility with stakeholders. Provide timely updates and accurate information to internal and external

audiences, acknowledging the severity of the situation while conveying confidence in your organization's ability to manage the crisis.

Chapter Three: Navigating the Online Environment – Focusing on social media

Organizations assume unnecessary risk if they do not monitor the online environment surrounding their company or a specific crisis. Employee use of digital channels, digital platforms, and emails is considered a source of risk as well.

There is a huge danger surrounding social media as a crisis. Anyone can post their opinions. They may not be based in fact; however, if they become popular posts or “trending”, they can cripple an organization’s reputation. The Internet is constantly changing, it’s very fast. If an organization does not answer or keep an eye on social media, it could lose the battle before the organization realizes it began.

Social media posts are an example of unstructured data. “About 80% of the data that comprises big data are unstructured meaning they are unorganized” (Weiner & Kochhar, 2016). Therefore, social media posts are very difficult for one individual to go through. Help from AI would be beneficial in this situation because they can scan through the big data and recognize patterns of potential crises as well as identify the correct type of crisis.

Tips on navigating the online environment during a crisis:

1. Use social media monitoring tools (or AI) to track mentions of your organization, key personnel, and relevant keywords in real-time.

2. Adapt your messaging and tone to suit the unique characteristics of each social media platform. What works on Twitter may not be appropriate for LinkedIn or Instagram.

3. Combat misinformation and rumors by providing accurate information and correcting false claims promptly.

4. Conduct post-crisis evaluations to assess your organization's response to the crisis, including its social media performance. Identify areas for improvement and incorporate lessons learned into your crisis communication plans and training programs.

Chapter Four: Using Intuition

Your intuition is “knowing without knowing how one knows” according to Nyatanga & de Vocht (2008). It can sometimes be thought of as a gut feeling. Intuition in crisis communication can be beneficial or dangerous. It can be beneficial when you are experienced in the crisis or the organization. It can also be beneficial when you are experienced and need a quick, effective decision. On the other hand, using your intuition when you’re not experienced could result in rash decisions or horrible results.

When to use your intuition:

1. When you’re an experienced member of the organization.

2. When you need a fast and effective decision.

3. When you need to use a valuable perspective when data is incomplete or conflicting.

4. When paying attention to subtle cues in social media, public discourse, and interpersonal interactions can help gauge the mood and concerns of key stakeholders.

When not to use your intuition:

1. When you’re ONLY relying on your intuition and ignoring data and evidence.

2. When you’re inexperienced in the field or the organization.

3. When you are skipping over the crisis communication plan.

4. When you are ignoring feedback.

Chapter Five: Crisis Communication System

After a crisis communication plan is in plan, it is important to develop a system of communication to use during a high-stress crisis event. A crisis communication system offers an array of features aimed at enhancing the situation awareness of the crisis communication team. Organizations can then effectively mitigate the impact of emergencies, minimize disruption, and uphold the integrity of their operations. When a crisis manager needs to send a message to a large number of people it is called a mass notification. A mass notification system is important to note because stakeholders and employees should be notified of the crisis from the organization not the news/media.

Important notes for a mass notification system:

 Messages must be short.

 Done through an automated message.

 Easiest way to use a mass notification system is to outsource it.

 Can be used to inform employees or stakeholders.

 Must inform stakeholders of where to find additional information.

 Systems can be interactive (notifications).

 3 most common features:

o Mobile capabilities

o Use of images

o Message confirmation and polling

Chapter Six: Acknowledging Uncertainty

It is important in crisis prevention to acknowledge what you don’t know. The sooner you understand that the easier it becomes to find the possible holes in your organization. Uncertainty is also a breeding field for anxiety and panic among stakeholders. Therefore, it is important to acknowledge the uncertainty to assure the stakeholders the organization is aware there are still unknowns. In crises, it's common for uncertainty to persist as investigations unfold and new information comes out. Acknowledging uncertainty helps set realistic timelines for a solution, preventing premature conclusions or unrealistic expectations about when the crisis will be fully resolved.

The Uncertainty Reduction Theory (URT) suggests that individuals try to reduce uncertainty in interpersonal interactions to increase predictability and control within the crisis (Coombs, 2023, p. 136). This theory posits that people engage in communication to gather information about others, leading to the reduction of uncertainty. As uncertainty decreases, individuals feel more comfortable, trust is established, and communication becomes more effective. The theory emphasizes the importance of communication strategies such as seeking information, reciprocity, and self-disclosure in managing uncertainty and fostering relationship development.

Chapter Seven: Transparency

Transparency is the new openness. For an organization to be transparent means:

a. Availability to the media,

b. Willingness to disclose information,

c. Honesty.

For an organization to bounce back quickly after a crisis, they must continually build a rapport with their stakeholders. This history of being responsive to the needs of stakeholders will make the stakeholder more trusting that the company will do the right thing, or at least try. If there is not a preestablished history, now is as good as time as any to begin making it a habit of responding honestly to stakeholders. It’s also important to note that if there are delays in figuring out the solution to relay those to the stakeholders. This could be done through a mass notification system to allowed quick messaging.

Transparency in the media is rare. It is often better for organizations to be honest to prevent further issues in their communication. It can also cause stakeholders to start rebuilding trust with an organization faster.

Chapter Eight: Impact Evaluation

5 tips for effectively using impact evaluation in crisis communication:

1. Define Clear Objectives and Metrics: Before conducting an impact evaluation, define clear objectives and establish relevant metrics for measuring the effectiveness of crisis communication efforts. Identify key performance indicators (KPIs) such as stakeholder trust, reputation, message reach, and response rates to guide the evaluation process.

2. Collect Comprehensive Data: Collecting comprehensive data may include media monitoring, social media analytics, surveys, focus groups, and feedback mechanisms. Collect both quantitative data (e.g., metrics, statistics) and qualitative data (e.g., stakeholder perceptions, anecdotal evidence)

3. Compare Against Benchmarks and Standards: Compare the results of the impact evaluation against established benchmarks, industry standards, or previous performance metrics.

4. Analyze and Interpret Findings: Analyze the collected data to identify patterns, trends, and insights related to the impact of crisis communication. Look for the correlations between communication strategies and the outcomes of these patterns.

5. Use these Findings to Improve: Identify strengths to build upon and weaknesses to address in future crisis response efforts.

Conclusion

Effective crisis communication is an essential component of organizational resilience and reputation management. Throughout this handbook, we have explored key principles, strategies, and best practices for navigating crises with confidence and compassion. From the life cycle of a crisis to the importance of an impact evaluation, the journey through crisis communication requires a multifaceted approach that integrates preparation, responsiveness, and adaptability. As organizations face an increasingly complex and unpredictable world, the importance of crisis communication cannot be overstated. Aside from organizations, crisis communication is important in every part of life. By embracing the principles outlined in this handbook and incorporating them into everyday practices, I can build trust, mitigate risk, and safeguard organization’s reputation when confronted with adversity.

Ultimately, crisis communication is not just about managing the immediate impact of a crisis; it is about preserving relationships, protecting stakeholders, and upholding organizational values in the face of uncertainty. By fostering a culture of preparedness, transparency, and empathy, organizations can emerge from crises stronger, more resilient, and better equipped to face whatever challenges lie ahead.

References

Coombs, T. (2023). Ongoing crisis communication: Planning, managing, and responding. Sage. 6th edition. ISBN : 978 -1071816646

Nyatanga, B., & de Vocht, H. D. (2008). Intuition in clinical decision-making: A psychological penumbra. International Journal of Palliative Nursing, 14(10), 492–496.

(Coombs, 2023)

Thank you!! Published 2024