Mata kuliah
Tahun
: O0324 - CRISIS COMMUNICATION AND PUBLIC
RELATIONS
: 2010
PERANAN PUBLIC RELATIONS
DALAM KRISIS KOMUNIKASI
Pertemuan 3 – 4
By: Dr. Drs. Dominikus Tulasi, MM.
CRISIS COMMUNICATION
Definition of Crisis:
A crisis is significant threat to operations that can have
negative consequences if not handled Properly.
Crises tend to create three main related threats to
1. Public safety,
2. Financial viability
3. Reputation
The severity of a crisis is determined not just by nature
and extent of the adverse event/s, but by the extent
to which Stakeholders react to the crisis.
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CRISIS COMMUNICATION-2
• There are two main types of crisis:
(1) Organizational Crises, (2) Community Crises
• Crises management is a process design to prevent or
lessen the damage a crisis can inflict on the organization
and its Stakeholders.
• Crisis management is about assuring Shareholders that
management is in control of the situation and the future
of the organization is secure.
• Effective crisis management handles the threats
sequentially
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CRISIS COMMUNICATION-3
• The main characteristic of crisis:
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Surprise
Insufficient information at the outset
Escalating flow of events—intense pressure
Loss of control
Heightened external scrutiny
Siege mentality
Panic
Short term focus
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CRISIS COMMUNICATION-4
• Famous international crises:
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Pakistan earthquake on 8 October 2005, killing 87,000 pl.
Hurricane Katrina which struck the south eastern US in
August 2005, killing 4,000 people, destroying 160,000
Homes and causing 900,000 people to lose their jobs.
Tsunami in Indonesia on Boxing Day, 26 December 2004,
Which left 216,000 people dead or missing and one
Million homeless in 12 countries.
Bali Bombings on 12 October 2002, killing 202 people
Terrorists attacks on the WTC, on 11 September 2001,
Killing 2,759 including the 10 hijackers
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CAUSES OF CRISIS
• CRISES CAN BE CLASSIFIED INTO SEVEN BROAD
TYPES:
1. Economic, eg a major decline in share price
2. Informational, eg loss of proprietary or confidential
information.
3. Physical, eg breakdown or damage to vital equipment
or resources.
4. Human resources, eg loss of key executives,
management decisions/ indecisions, worker sabotage.
5. Reputational, eg employee fraud, management ethics.
6. Psychopathic acts, eg product tampering, terrorism.
7. Natural disasters, eg fire, cyclones.
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COMMUNITY RISKS ARE INCREASING
• The factors that tend to increase the likelihood of a community
crisis are increasing over time especially in the public health
area:
1)
2)
3)
4)
5)
Increasing population density.
Increased settlement in high-risk areas.
Increased technological risks
Ageing population—older people are more vulnerable
Emerging infectious diseases and increased antimicrobial
resistance
6) Increase international travel
7) Increased terrorism
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CRISIS MANAGEMENT
• THE STEPS OF CRISIS MANAGEMENT :
1) Deal with the problem causing the crisis.
2) Assist the victims and those directly affected (often
they are employees)
3) Communicate with and gain the support of employees
(often they are victims)
4) Inform other key stakeholders such as families, relatives,
neighbors, friends, relevant Government Minister and
local politicians, government regulators, customers,
suppliers.
5) Use the news media and other channels of external
communication to reach indirect stakeholders, opinion
leaders and the wider community.
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CRISIS MANAGEMENT PLANS
The Crisis Plan Should Address the Three main parts of
any crisis:
1. Before (pre-crisis planning, generating understanding
and preparedness, and allocating roles and
responsibilities);
2. During (initial response and maintenance);
3. After (resolution/recovery/evaluation).
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HOW AUDIENCES PERCEIVE MESSAGES
IN A CRISIS:
• Audiences to a crisis will immediately form a
perception about the content of the organization’s
messages in these ways:
1.
2.
3.
4.
5.
6.
7.
Speed of Communication
Factual content of the message
Trust and credibility
Empathy and caring
Competence and expertise
Honesty and openness
Commitment and dedication
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PREPARE MESSAGES IN ADVANCE:
• Should just stating the know facts and incorporate these
key messages:
1. The organization is sorry the event happened,
2. existing emergency/safety/environmental
procedures are satisfactory
3. Not all the relevant details are to hand at this
time.
4. The organization makes no comment on the
question
5. Of legal responsibility for the incident
6. Supplement all actions with third-party support
where possible.
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SHAPING STAKEHOLDER
COMMUNICATION DURING A CRISI:
• Essentially, success in crisis management depends
on how quickly and accurately the organization is
able To communicate with its stakeholders.
• Stakeholders have something at risk, and therefore
Something to gain or lose as a result of the
organization activity.
• By using their influence, stakeholders hold the key
To the environment.
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WAYS TO COMMUNICATE WITH
EMPLOYEES DURING A CRISIS:
• Meetings, preferably face-to-face or by teleconference or
videoconference.
• Emails to employees at work or even at home if this Information
is available
• Letters to employees at home
• Q&A documents
• Telephone calls including toll-free telephone line,
• Mobile and satellite phones, SMS messaging
• Employee news letters or special bulletins,
• Bulletin-boards, either electronic or actual
• Online video presentations.
• Intranet
• Blogs
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DEVELOP PARTNERSHIP BEFOREHAND:
• A partner can be defined as any organization with a role
in aiding the response. Partner relationships should be
developed ahead of any crises so there is a solid
foundation for well-coordinated work through each crisis.
• Typical partners may be the police, fire & ambulance
emergency service units, state emergency services,
utilities, and health and medical authorities.
• In cases where the organization is geographically
dispersed, the relationship should be developed at
each location of operations, where the contact
telephone number and email address documented!
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BE A WINNER ALWAYS!!
 THE WINNER WILL NOT GIVE UP!
 MOTIVATE YOURSELF!
 MINDMAP YOUR THINKING!
 BE A LEARNER AND YOU WILL SEE….!
GOODLUCK!
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