Public relations crisis communication plan

The communication process, difficult in the best of times, is severely tested in crisis situations when there is a high degree of uncertainty. A crisis can be defined as being: “an event or series of events that adversely affects the integrity of a product, the reputation or the financial stability of the organization, or the health or well-being of employees, the community or the public at-large.” (Harrison 1995:82)

There are different ways of expressing the idea that forward planning for a crisis is important: planning for the unexpected, thinking the unthinkable and brainstorming possible crisis scenarios This is why each organization needs its own crisis management plan which is specific to itself and therefore unique. There are some principles well tried by organizations that could be included in a plan , which is the practitioner's duty:

• Recognize and assess the potential crises in the organization.
• Set up a crisis management team. Prepare a written plan and procedures to be followed before, during and in the aftermath of a crisis.
• Identify what outside resources may be available: former employees, consultants, crisis experts-and know exactly how to get them, if needed.
• Allocate responsibilities: who does what, who has the authority for what, and so on. Make sure that there will be enough trained people.
• Appoint a spokesperson whom the media can trust and who has the authority to speak for the organization. It also is a good idea to designate one central spokesperson so that the organization speaks with one voice.
• Be familiar with print and broadcast deadlines. Calling a news conference on or after a deadline may hurt the organization's chance to get fair or full treatment.
• Establish good rapport and credibility with the media before a crisis hits. If journalists know from your past experience that the organization communicates in a credible way, they will be more inclined to believe the organization's side of the story.
• Set up a central media information center where reports can obtain updated information and work on stories. Telephone lines, fax machines and word processors are usually provided.
• Provide a constant flow of information, even if the situation is unchanged or negative. An organization builds credibility by addressing bad news quickly; when information is withheld, the cover-up becomes the story.
• Be alert to the needs of all interested parties: individuals in danger; customers; consumers; employees; the local community; finance providers. Identify them and their concerns. Look after their interests.
• Constantly revise, update, rehearse and test the crisis communication plan, procedures and team.
• When the crisis occurs, the company must accept responsibility and take action. No excuses, no fudge, no jargon, no “no comment”.
• Media coverage needs to be monitored continuously for balanced reporting, but the vital measurement is the effect on the company's principal stakeholders: consumers, shareholders, employees, neighbors and others.
• After the crisis, as things return to normal, turn your attention to the longer perspective. What relationships have suffered and need rebuilding? Has the damage to reputation been fully assessed? What crisis plans and procedures ought to be amended? What lessons have been learned and what use will be made of the new knowledge?

These guidelines reflect common sense, but when a crisis hits, it is surprising how many organizations become defensive. How organizations approach a crisis and deal with it from a communication standpoint, research has indicated, often depends on the philosophy of top management. (Wilcox and co. 1995:224)

In the next subchapter we shall see the importance of having a communication plan and what happens when the crisis planning is neglected by the organization.

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