Crisis communication & the Austin Bombings

1. Crisis communication & the Austin Bombings CRISIS COMMUNICATIONS &AUSTIN BOMBINGS &Dr. Corinne Weisgerber

2. A crisis is a situation that has reached a critical phase for which dramatic and extraordinary intervention is necessary to avoid or repair major damage. - Harvard Business Review A crisis is a situation that has reached a critical phase for which dramatic and extraordinary intervention is necessary to avoid or repair major damage. - Harvard Business Review

3. A crisis is a situation that has reached a critical phase for which dramatic and extraordinary intervention is necessary to avoid or repair major damage. - Harvard Business Review R E P U TAT I O N & M O N E Y Poor handling of a crisis can cripple a reputation and cause staggering monetary loss. T G O O D W I L L Effective handling can cement a positive reputation and establish goodwill. U L O N G - T E R M P E R C E P T I O N How an organization handles a crisis may influence how it is perceived for years to come.  A crisis is a situation that has reached a critical phase for which dramatic and extraordinary intervention is necessary to avoid or repair major damage. - Harvard Business Review R E P U TAT I O N & M O N E Y Poor handling of a crisis can cripple a reputation and cause staggering monetary loss. T G O O D W I L L Effective handling can cement a positive reputation and establish goodwill. U L O N G - T E R M P E R C E P T I O N How an organization handles a crisis may influence how it is perceived for years to come. 

4. BRIEF RECAP March 2: March 12: March 18: March 20: BRIEF RECAP March 2: March 12: March 18: March 20:

5. BRIEF RECAP March 2: March 12: March 18: March 20: Little media attention BRIEF RECAP March 2: March 12: March 18: March 20: Little media attention

6. BRIEF RECAP March 2: March 12: March 18: March 20: Little media attention Major story in Austin, treated as hate crime BRIEF RECAP March 2: March 12: March 18: March 20: Little media attention Major story in Austin, treated as hate crime

7. BRIEF RECAP March 2: March 12: March 18: March 20: Little media attention Major story in Austin, treated as hate crime New method, question of new motive BRIEF RECAP March 2: March 12: March 18: March 20: Little media attention Major story in Austin, treated as hate crime New method, question of new motive

8. BRIEF RECAP March 2: March 12: March 18: March 20: Little media attention Major story in Austin, treated as hate crime New method, question of new motive National and inter- national news story BRIEF RECAP March 2: March 12: March 18: March 20: Little media attention Major story in Austin, treated as hate crime New method, question of new motive National and inter- national news story

9. WARNING SIGNS OF A CRISIS SURPRISE INSUFFICIENT INFO ESCALATING EVENTS LOSS OF CONTROL OUTSIDE SCRUTINY SIEGE MENTALITY PANIC WARNING SIGNS OF A CRISIS SURPRISE INSUFFICIENT INFO ESCALATING EVENTS LOSS OF CONTROL OUTSIDE SCRUTINY SIEGE MENTALITY PANIC

10. . C EFFECTIVE
 CRISIS COMMUNICATION S OF

11. . C EFFECTIVE
 CRISIS COMMUNICATION S OF CONCERN

12. . C EFFECTIVE
 CRISIS COMMUNICATION S OF CONCERN CLARIT Y

13. . C EFFECTIVE
 CRISIS COMMUNICATION S OF CONCERN CLARIT Y CONTROL

14. . C EFFECTIVE
 CRISIS COMMUNICATION S OF CONCERN CLARIT Y CONTROL CONFIDENCE

15. . C EFFECTIVE
 CRISIS COMMUNICATION S OF CONCERN CLARIT Y CONTROL CONFIDENCE COMPE TENCE

16. . C O M P E T E N C EC O N T R O LC O N C E R N Does he come across as concerned & caring? 1 53 Does he look like he knows what he’s doing? Does he control the situation and the environment?

17. . C O M P E T E N C EC O N T R O LC O N C E R N Does he come across as concerned & caring? 1 53 Does he look like he knows what he’s doing? Does he control the situation and the environment?

18. . - BP CEO Tony Hayward, NBC Today Show

19. . - BP CEO Tony Hayward, NBC Today Show

20. . APD Chief Brian Manley CONTROL3 CONFIDENCE4 COMPE TENCE5 CLARIT Y2 CONCERN1

21. . APD Chief Brian Manley CONTROL3 CONFIDENCE4 COMPE TENCE5 CLARIT Y2 CONCERN1

22. . APD Chief Brian Manley CONTROL3 CONFIDENCE4 COMPE TENCE5 CLARIT Y2 CONCERN1 Safety is primary concern

23. . APD Chief Brian Manley CONTROL3 CONFIDENCE4 COMPE TENCE5 CLARIT Y2 Repeats key info; “right now”; identifies “important message” CONCERN1 Safety is primary concern

24. . APD Chief Brian Manley Starts off by setting expectations: brief, little info. Media staging area CONTROL3 CONFIDENCE4 COMPE TENCE5 CLARIT Y2 Repeats key info; “right now”; identifies “important message” CONCERN1 Safety is primary concern

25. . APD Chief Brian Manley Starts off by setting expectations: brief, little info. Media staging area CONTROL3 CONFIDENCE4 COMPE TENCE5 Eye-contact; comfortable saying “we don’t know” CLARIT Y2 Repeats key info; “right now”; identifies “important message” CONCERN1 Safety is primary concern

26. . APD Chief Brian Manley Starts off by setting expectations: brief, little info. Media staging area CONTROL3 CONFIDENCE4 COMPE TENCE5 Eye-contact; comfortable saying “we don’t know” Explains what they are doing and will do (next press briefing) CLARIT Y2 Repeats key info; “right now”; identifies “important message” CONCERN1 Safety is primary concern

27. . Risk comm. studies how people behave during high-stress situations. Modeled on the concept that perception is reality. WHY ALL THAT REPETITION?

28. . Risk comm. studies how people behave during high-stress situations. Modeled on the concept that perception is reality. WHY ALL THAT REPETITION?

29. . Risk comm. studies how people behave during high-stress situations. Modeled on the concept that perception is reality. WHY ALL THAT REPETITION? In times of high stress, people can miss up to 80% of message content. Of the 20% they do receive, most is negative.

30. . CLARIT Y: Repeating key messages

31. . CLARIT Y: Repeating key messages

32. . CONTROL OF THE ENVIRONMENT What does this image convey?
 How would you feel if you were him?

33. . CONTROL OF THE ENVIRONMENT What does this image convey?
 How would you feel if you were him? CONTROL REQUIRES PLANNING Communicating at every stage:
 APD en route, staging area info, update, ready for briefing

34. . CLARITY OF THE MESSAGE Is this use of language effective for this audience?

35. . CLARITY OF THE MESSAGE Is this use of language effective for this audience?

36. . CLARITY OF THE MESSAGE Is this use of language effective for this audience?

37. . CLARITY OF THE MESSAGE Is this use of language effective for this audience? Do you know what an ordnance is?

38. . A QUESTION TO REMEMBER:
 WHO IS YOUR AUDIENCE? The ‘Publics’ in Public Relations I N G E N E R A L I N T H I S C A S Evs.

39. . Organization

40. . Board of Directors Organization

41. . Board of Directors Employees Organization

42. . Board of Directors Investors Employees Organization

43. . Board of Directors Investors Employees Government Organization

44. . Board of Directors Investors Employees Unions Government Organization

45. . Board of Directors Media Investors Employees Unions Government Organization

46. . Board of Directors Media Investors Employees Unions Consumers Government Organization

47. . Board of Directors Media Investors Employees Unions Consumers Government CommunityOrganization

48. . Board of Directors Media Investors Employees Unions Consumers Government Community Internal Publics Organization

49. . Board of Directors Media Investors Employees Unions Consumers Government Community Internal Publics External Publics Organization

50. . KEY STAKEHOLDERS
 AND THEIR NEEDS