超棒的战略性危机管理7要素全英例解SEVEN DIMENSIONS OF CRISIS COMMUNICATION MANAGEMENT.docx

超棒的战略性危机管理7要素全英例解SEVEN DIMENSIONS OF CRISIS COMMUNICATION MANAGEMENT.docx

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超棒的战略性危机管理7要素全英例解SEVENDIMENSIONSOFCRISISCOMMUNICATIONMANAGEMENT

SEVENDIMENSIONSOFCRISISCOMMUNICATIONMANAGEMENT:

ASTRATEGICANALYSISANDPLANNINGMODEL?

/sup>

ByJamesE.Lukaszewski,APR,FellowPRSA

AsPublishedinRagan'sCommunicationsJournal,January/February1999

Copyright?

1998,JamesE.Lukaszewski.Allrightsreserved.

Themostchallengingpartofcrisiscommunicationmanagementisreacting-withtherightresponse-quickly.Thisisbecausebehavioralwaysprecedescommunication.Non-behaviororinappropriatebehaviorleadstospin,notcommunication.Inemergencies,it'sthenon-actionandtheresultingspinthatcauseembarrassment,humiliation,prolongedvisibility,andunnecessarylitigation.

Helpingmanagementunderstandtheimpactofinappropriateorpoorlythoughtoutcrisisresponseisoneofthemostimportantstrategicservicesthepublicrelationspractitionercanprovide.Tohaveastrategicdiscussionrequiresatoolthathasvaluewithoutinsultingtheexecutive'sintelligence,hasimpactwithoutbelaboringtheobvious,inspiresactionwithoutover-simplifying,andillustratesoptionsandchoiceswithoutteachingunnecessary,ill-advisedlessonsinpublicrelations.

Examiningthedimensionsofacrisis,whichexecutivescanclearlyrecognizeandrelateto,helpsthepublicrelationscounselorprovidetrulymeaningful,strategicadvice.Itisthiskindofanalyticalapproachthathelpsseniormanagementavoidcareer-definingmoments,unlessthemomentsaredeserved.

TheDimensionsofaCrisis

Truecriseshaveseveralcriticaldimensionsincommon,anyoneofwhich,ifhandledpoorly,candisruptorperhapsdestroybesteffortsatmanaginganyremainingopportunitiestoresolvethesituationandrecover,rehabilitate,orretainreputation.Failuretorespondandcommunicateinwaysthatmeetcommunitystandardsandexpectationswillresultinaseriesofnegativeoutcomes.Thisarticlefocusesonsevencriticaldimensionsofcrisiscommunicationmanagement:

1.CCOperations;

2.Victims;

3.Trust/credibility;

4.Behavior;

5.Professionalexpectations;

6.Ethics;and

7.Lessonslearned.

Thegraphicapproachusedhereresonateswellwithbusyseniorexecutives.Itprovidesausefulseriesofdiscussiblestrategiesanddecisionpossibilitieswhenadaptedtoarelevant,criticalbusinessscenario.Forthecrisiscommunicationmanagementstrategist,ithelpsdevelopframeworksfortestingproposedresponsebehaviorsandforecastingintendedandunintendedconsequencesandcollateraldamage.

TheScenario

FourdaysaftervisitingthelocalBurgerMaxforaneighborchild'sbirthdayparty,MaryEllenMeadlaydyinginanintensive-carehospitalbed（BurgerMaxisafictionalregionalpubliclyheldchainof31fastfoodshopsspecializinginfairlytypicalburger/chicken/fishentr閑s）.Threechildrenatthepartyhadalreadypassedaway;sixothers,includingtwoadults,wereincriticalconditionandfailing.

DeadlyE.colibacteriawasracingthroughMaryEllen'skidneysandliver.Theoddswereagainstherandtheothervictims,thedoctorssaid.

Mead,a31-year-oldmotherofathree-yearolddaughter,andtheothersatthepartywereindangerofjoiningthe100to200peoplewhodieintheUnitedStateseachyearfromE.coli0157:

H7,adangerousstrainofthecommonbacteria.Thesourcewasundercookedhamburgerpatties.

"Theykeptpullingmyhusbandoutofthehospitalroom.Ididn'tknowwhattheyweresaying,butIknewsomethingwasveryserious,"MeadrecalledrecentlyaboutherAugust1998brushwithdeath."Later,Ifoundouttheyweretellinghimheshouldpreparehimself,thattherewasareallygoodchanceIwasnotgoingtomakeitthroughthenight.Myliverhadcompletelyfailedandtheytoldhimifitdidn'tcomebackinadayortwo,Iwasgoingtodie.Thentheytoldhimabouttheotherchildren."[1]

ForseveraldaysMeadhoveredneardeathbeforeherconditionturned.After10daysinintensivecare,sheresumedeating.Eightdayslatershewenthome.Fourchildrenandtwoadultsdiedduringthesameperiod.

BurgerMaxisaregionalpubliclyheldchainof31fastfoodshopsspecializinginfairlytypicalburger/chicken/fishentr閑s.

TheTimeline

DayOne:

Themediaandcustomerscallandaskaboutthechildrenandparentswhoaregettingsick.BurgerMaxdeniesanyresponsibilityandrefusestotalkwiththefamiliesexceptthroughanattorney.Intensemediaspeculationforcesthecompanytomakepublicstatementsandtoissueanewsrelease.Companyofficialsdidcallinthestatedepartmentofhealth.

DayTwo:

ContinuedmediaspeculationforcesBurgerMaxtoacknowledgethatsomethingmighthavehappenedandthatitmighthavebeenthecause."Ifitwasourburgers,"morethanlikely,thecompanysaid,"itwasthefaultofthesupplierwhoprovidedcontaminatedmeat."Thecompanycautionedthemediatoberesponsibleandnottostartapanic.TheU.S.DepartmentofAgriculture（USDA）wasalreadyexaminingthesupplier'sfacilities.

DayThree:

Thefirstchilddies.ThestatedepartmentofhealthsuggestsashutdownofallBurgerMaxrestaurantsforinspectionandsanitizing.Thecompanyagreestoshutdownthethreerestaurantswherevictimshadeaten.FamiliesofthevictimsholdanewsconferencedemandingthatBurgerMaxtakeresponsibility.BurgerMaxrunsadssaying,"It'sjustanisolatedincident,""Wefollowthelaw,""ComeondownandenjoyaMammothMax."BurgerMaxreleasesastatementcondemningthefederalmeatinspectionprogram."Thismightnothavehappenedhadtherebeenmorequalifiedfederalinspectors."

DayFour:

Twomorechildrendie.Thestatedepartmentofhealthreportsthatcookingtemperatureswereprobablytoolowtokillthebacteria.BurgerMaxsays,"Wefollowedallapprovedprocedures";"Foodsafetyisournumberoneconcern";"Ifthemeathadnotbeencontaminatedbyoursuppliers,therewouldnothavebeenproblemsinourrestaurants";"TheentireU.S.meatinspectionsystemneedstobeexamined."

DayFive:

Anotherdeath.BurgerMaxannouncesitwillsponsoranationalstudyoffoodsafetywiththeNationalRestaurantAssociationandtheNationalFranchiseRestaurantAssociation.Itcontributes$100,000tothestudy,declaringthatfederalmeatinspectionisa"nationalproblem."Twoformeremployees,speakinganonymously,suggestthattheymayhave,"cutacornerortwo,"especiallyduringbusytimes."Managersjustlookedtheotherway."

DaySix:

Twomoredeaths.ThefamiliesofthefirstvictimsannouncelitigationagainstBurgerMaxanddemandacriminalinvestigation.Thecompanyannouncesaplantohelpvictimfamiliesobtainassistancemoreeasily.Thestatedepartmentofhealthannouncesitwillthoroughlyinvestigateall31BurgerMaxrestaurants.

ApplyingtheDimensions

Usingthisscenario,let'sdoananalysisusingeachofthesevencriticaldimensions.Eachrequiresaffirmativemanagementdecisionmakingasapartoftheprocessofsurvivingthesituation.Youwillseesomeduplicationinrecommendationsorobservations,mostlybecausebadnewsisrepeatedindifferentwaysandindifferentplacesunlessitisdealtwithconclusively,promptly.

I.Theoperationsdimension

Regainingpublicconfidencefollowingadamagingsituationfirstrequiresoperatingdecisionsthatalleviatethecommunity'sanguish;restoreconfidenceinthebrand,organization,individual,oractivity;andrebuildrelationships-especiallywiththevictims-whileatthesametimereducingmediacoverageofthestorybecausetheorganization,whichcreatedthesituation,isactuallydoingwhatthecommunityexpects.

OvertheyearsI'vedevelopedaseriesofstandardoperatingbehaviorsthatseemtomeetthecriteriaforre-establishingcommunitysupport.Therealityisthatfortrulyserioussituations,theperpetratorswillneedtotakeeachofthesevenactionsbeforepublicconfidencewillreturn.Theoptimumorderinwhichtheyneedtobetakenisshownhere.Itisnotpossibletoskipastep.Infact,thefastertheseactionsaretaken,inthecorrectorder,themorequicklytherewillbelessangerfromvictims,fewerbadfeelingsfromemployees,lesslitigation,andlessmediacoverage.Companiesthatbehaveappropriatelyandsolveproblemspromptlyareneithernewsworthynorsueable.Toresolvethecrisissituationcompletelyeachoneoftheseoperationalactionswillbetaken.

UrgentCrisisManagement

OperatingResponses

BurgerMax

DamagingBehaviors

Correct

Approaches

1.  Candor:

∙Outwardrecognitionthroughpromptlyverbalizedpublicacknowledgementthataproblemexists;thatpeopleorgroupsofpeople,theenvironment,orthepublictrustisaffected;andthatsomethingwillbedonetoremediatethesituation.

∙Releasedself-servingmessagesandcommunication.

∙Madeassumptionsaboutthetruthwithoutreallyknowingwhatthetruthwas.

∙Failedtoacceptresponsibility.

∙Shiftedtheblametoothersinanattempttodeflectcriticism.

∙Disparagedthemediaandgovernmentagencies.

∙Viewedtheoutbreakasa"PR"problem.

∙Issuednewsreleasesthatwereself-serving.

∙Hidbehindweakarguments,e.g.,"averagetemperature"and"compliedwithfederalstandards,"andgavetheappearanceofminimizingitsroleintheharmthatwasdone.

∙"It'sourfault."

∙"Itshouldn'thavehappened."

∙"Wearehelpingthefamiliesthroughtheseterribletimes."

∙"Wewillrelentlesslyexamineeveryaspectofourbusinesstofindoutwhathappened,tofixit,talkaboutit,andseethatitwon'thappenagain."

∙Useappropriatespokespeoplewithstatements.Avoidnewsreleases.

∙Standupandanswerthequestions.

∙Acttofindthecause.

2.  Explanation（nomatterhowsilly,stupid,orembarrassingtheproblemcausingerrorwas）:

∙Promptlyandbrieflyexplainwhytheproblemoc