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BSBPUB504A Develop and Implement Crisis Management Plans

BSBPUB504A Develop and Implement Crisis Management Plans . Elements. 1. Develop crisis management plans 2. Implement a crisis management plan 3. Review and update crisis management plans. Performance criteria. 1. Develop crisis management plans

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BSBPUB504A Develop and Implement Crisis Management Plans

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  1. BSBPUB504A Develop and Implement Crisis Management Plans

  2. Elements • 1. Develop crisis management plans • 2. Implement a crisis management plan • 3. Review and update crisis management plans

  3. Performance criteria 1. Develop crisis management plans • 1.1 Conduct research to identify crisis management best practice • 1.2 Consult relevant groups and individuals for input into the crisis management plan • 1.3 Document, distribute and maintainorganisationalcrisismanagement plan • 1.4 Ensure organisationalcrisis management plan is clearly understood by relevant groups • 1.5 Ensure crisis management plan complies with organisational policies and legal and ethical requirements • 1.6 Practise simulated crisis responses

  4. Performance criteria 2. Implement a crisis management plan • 2.1 Set up a dedicated crisis resource centre • 2.2 Develop a crisis response team to deal with media and • conduct issue tracking • 2.3 Monitor media to ensure the organisation is aware of • possible crises • 2.4 Implement and monitor issues tracking systems according to crisis plans

  5. Performance criteria 3. Review and update crisis management plans • 3.1 Consult managers and employees about the effectiveness of the crisis plan • 3.2 Amend crisis management plans as necessary to comply with legal and ethical requirements

  6. 2 Implement a crisis management plan

  7. Implement a crisis management plan • 2.1 Set up a dedicated resource centre • 2.2 Develop a crisis response team to deal with media and conduct issue tracking • 2.3 Monitor media to ensure the organisation is aware of possible crises • 2.4 Implement and monitor issues tracking systems according to crisis plans

  8. 2.1 Set up a dedicated resource centre

  9. Overview • As part of the CMP, the PR officer will need to set up a crisis resource center. • There are differing views about the proper purpose and function of a crisis resource center

  10. What is required in a crisis resource center? • General reference materials • Specific reference materials • Telephones • Computers • USB memory device • Dictaphone • Television • Photocopiers and printers • Fax machines • Whiteboard • Access to cash

  11. General reference materials • Crisis management plans • Texts • Journal articles • Internet articles • Examples of media statement • Case studies of how other organisations have dealt with crises which they have experienced • Copies of relevant legislation, codes of practice, standards

  12. Specific reference materials • Copies of the current version of CMP • Copies of map of the local area • Copies of map of building plans including details of exits, stairs, lifts, air conditioning ducts, sprinkler systems • Up-to-date contact list

  13. Activity

  14. 2.2 Develop a crisis response team to deal with media and conduct issue tracking

  15. Crisis response team • CMT • Required to: • (1) Liaise with members of the media • (2) prepare media statements about any crisis which occurs • (3) prepare background information about the org which can be provided to the media • (4) prepare background info about key personnel within the org which can be provided to the media • (5) arrange for the production of video news clips • (6) organise and attend media conferences • (7) organise and attend media interviews given by the org spokeperson • (8) deal with hostile members of the media

  16. Issues tracking • Before, during and after • Issues tracking: • (1) monitoring the media • (2) monitoring opinion polls • (3) considering analysts’ opinion • (4) researching issues of concern for the organisation • (5) considering implications for the organisation

  17. CMT

  18. Strategies used by the media spokeperson (1) • To emphasize key points in an interview • Turn off their mobile phone • Inform those who might interrupt (such as a secretary) that they must not do so during an interview with the media • Do not answer hostile questions • Do not be afraid to admit it when they do not know the answer to a question. Instead, state they will get back to them later with an answer

  19. Strategies used by the media spokeperson (2) • Know the subject they will be asked about • Be prepared • Act as though they care. Better still, care! • Never lie • Do not mislead the media. If it becomes apparent that the media has been inadvertently misled, correct the misapprehension as soon as possible • Do not slant the facts or tell only part of the story

  20. Strategies used by the media spokeperson (3) • Be as cooperative as possible • Be a reliable and credible source of information • Do not hold back information just because they do not like/know a journalist • Do not say “No comment” • Do not repeat things as facts unless they know for sure that they are accurate • Know the orgb

  21. Strategies used by the media spokeperson (4) • Do not avoid the media. Newsworthy stories will run regardless of input from the org. It is better to tell the organisation’s side of the story • Admit it when the organisation, or someone acting on its behalf, has made a mistake. In such cases, apologise, explain what steps are being taken to fix the problem and then ensure that this is what gets done • Keep important tel numbers on hand when dealing with the media including those of the PR officers, CEO, and legal representative

  22. 2.3 Monitor media to ensure the organization is aware ofpossible crises

  23. Media monitoring process • Diligent PR officers will monitor the media to ensure that decision makers are informed of matters which might affect the organisation. • They might undertake the monitoring process on their own or might enlist others from within the org • Some PR officers will also retain a media monitoring company to assist. • Before, During, After

  24. How media org operate • Editor • Deputy/ assistant editor • Features editor • News editor • Chief of staff • Sub-editors • Chief sub-editor

  25. Example

  26. Example

  27. Notes • Using key words to search • Be realistic … do not spend your entire working day just for reviewing news or TV need to delegate

  28. Delegation benefits • Productivity is increase b/c two or more people can get more done than one person ( always true?) • It frees the PR officer to focus on their key or specific skills • It encourages a stronger, more resilient team • The org can respond more quickly to changes in the org when it can rely on employees to undertake tasks • The PR officer can work less hours and establish work/life balance • When the PR officer is absent or on holidays, the or can function

  29. 2.4 Implement and monitor issues tracking systems according to crisis plans

  30. Issue tracking • The process used by which organisations can identify and evaluate any events which could have a significant impact on operations • Used by org in a wide variety of contexts • For example: customer service support call centers to keep track of customer issues

  31. Issues tracking system • How issues are to be tracked within the organisation: monitoring media, monitoring opion polls, considering analyst’s opinion; researching issues of concern for the organisation • How often issues are to be followed up • Who is to monitor issues which have been identified? • Any classification system which is in place

  32. Additional infoIssues management

  33. Conventional Approach Narrow Focus Strategic Management Approach Broad Focus 0 Issues Management

  34. 0 Issues Management Conventional Approach • Issues fall within the domain of public policy or public affairs management. • Issues typically have a public policy / public affairs orientation or flavor. • An issue is any trend, event, controversy, or public development that might affect the corporation. • Issues originate in social / political / regulatory /judicial environments.

  35. Strategic Management Approach • Issues management is typically the responsibility of senior line management or strategic management staff. • Issues identification is more important than it is in the conventional approach. • Issues management is seen as an approach to the anticipation and management of external / internal challenges to the company strategies, plans, and assumptions. 0 Issues Management

  36. 0 Strategic Issue Management Figure 6-2 37

  37. A matter that is in dispute between parties. The dispute evokes debate, controversy, or differences of opinion. Issue 0 Issues Definition

  38. 0 Issues Definition Characteristics of an Emerging Issue • Terms of the debate are not clearly defined • Issue deals with matters of conflicting values and interest • Automatic resolution is not available • Issue is often stated in value-laden terms • Trade-offs are inherent

  39. 0 Issues Management Process Basic Assumptions • Issues can be identified earlier, more completely, and more reliably • Early anticipation widens the range of options • Early anticipation permits study and understanding of the full range of issues • Early anticipation permits organization to develop a positive orientation towards the issues • Organization will have earlier identification of the stakeholders • Organization will be able to supply information to influential publics earlier and more positively, creating better understanding

  40. Identification of Issues Analysis of Issues Prioritization of Issues Formulation of Issue Responses Implementation of Issue Responses Evaluation, Monitoring, and Control of Results 0 Model of Issues Management Process Figure 6-3

  41. Scan the environment Identify emerging issues and trends 0 Identification of Issues

  42. 0 Identification of Issues Leading Forces as Predictors of Social Change • Leading events • Leading authorities / advocates • Leading literature • Leading organizations • Leading political jurisdictions

  43. 0 Identification of Issues Figure 6-4

  44. Relates to middle managers exertingupward influence in organizations as they try to attract the attention of topmanagers. Top managers adopt a more open mind-set for the issues that matter to their subordinates. IssuesSelling IssuesBuying 0 Issues Selling and Buying

  45. 0 Analysis of Issues • Who (which stakeholders) is affected by the issue? • Who has an interest in the issue? • Who is in a position to exert influence? • Who has expressed opinions on the issue? • Who ought to care about the issue? • Who started the ball rolling? (Historical view) • Who is now involved? (Contemporary view) • Who will get involved? (Future view)

  46. Xerox Approach PPG Approach Probability-Impact Matrix • High priority • Nice to know • Questionable • Priority A • Priority B • Priority C High Medium Impact on Company Low Low Medium High Probability of Occurrence 0 Ranking of Issues

  47. 0 Filtering and Ranking of Issues Figure 6-5

  48. 0 Ranking of Issues Five Filter Criteria • Strategy • Relevance • Actionability • Criticality • Urgency

  49. Polls / Surveys Expert panels Content analysis Delphi Technique Trend extrapolation Scenario building Use of precursor events or bellwethers 0 Other Issues-Ranking Techniques

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