Cope with Crisis in Corporations
The Role of the Crisis Communication Team in Business Security
Several steps can help an organization focus on crisis readiness and containment. First, you must examine the history and mission of the organization. What crises have occurred in the past? What are the values of the organization? What are the weaknesses and faults of the organization? It may even be pertinent in these strange times to audit your organization for terrorist vulnerability. Controversial businesses, such as animal research labs, or those with historically poor community relations, may be at risk. The physical characteristics of the building, such as large front windows or the storage of hazardous materials, may also be a concern.
You must install a crisis team. This can be a subgroup of your business security team, but you must have a gatekeeper who will speak to the media and the public with a single, consistent voice. The crisis team plays an important role in crisis prevention by looking for early signs that may indicate an impending crisis, like rumors.
Rumor Control
Rumors may be partially true, things that will come true, malevolent, or “birthday rumors,” which circulate at the same time each year. Rumors are started in part because information is power, and people have a need to make up information and fill in the gaps when they are left in the dark. The number one rule of rumor control is not to repeat the rumor, even to deny it. For example, say that rumor has it that your restaurant prepares its burgers with ground worms. If your spokesperson announces that no worms are used during the press conference, people who had not yet heard the rumor would notice this sensational detail and repeat it to others. Instead, simply address inquiries by saying, “We don’t use additives in our hamburgers.”
Crisis Communication
If a crisis does occur, the first step in crisis containment is to notify anyone affected by the crisis. This could be employees, stockholders, vendors, the media, and the community. When you formulate a statement for the media, follow this crisp PR advice: Just say it. Although attorneys may suggest smokescreens or denials based on the possibility of an ugly day in court later on, the court of public opinion is instant. Timeworn responses include such excuses as, “The media is hyping this,” or, “The technology is so complex not even the experts know the answers.”
After the Crisis
When the crisis has passed its peak, you must evaluate the organization’s response. You can accomplish this with surveys of the media and the public to see how well they think you managed the crisis. Send thank you notes to those who helped you. Conduct an analysis of media clippings for accuracy. Finally, summarize the crisis and use it as a case study for a future training tool.
Related articles: Plan for Crisis at Work and Stop Rumors at Work
Source:
Lerginger, O. (1997). The Crisis Manager. Mahwah, NJ: Lawrence Erlbaum Associates, Inc.
