Crisis Management

At first glance, the phrase "Crisis Management" appears to be a contradiction in terms. After all, a crisis is a crisis in large part because it emerges as if from nowhere and challenges our sense of what is normal and well-managed. A crisis is also frequently characterized by confusion or even panic, and occasionally induces rational individuals to throw up their hands in despair and run around in circles. Is it actually possible to....Manage a Crisis?

There are two Essential Elements to handling a Crisis

I. Policy...
You can take Action to fix the Problem!
II. Communications...
You can keep the Public, Media, and Interest Groups informed of what you are doing and why you are doing it!

Every CRISIS is different, but all share, to some extent, the following characteristics:

Surprise
Insufficient information, when you need it most
Events outpace response by organization (real or perceived)
Escalating flow of events
Loss of control (real or perceived)
Important interests at stake
Intense scrutiny from the outside
Development of a siege mentality
Panic
Disruption of regular decision-making process
Affected managers focus on short-term planning / decisions / actions

Three key questions invariably provide the focus of Media attention...

1. Who is to blame?
When will the party ?at fault? be dealt with?
How?
2. When did the organization discover the problem?
What did it do before it became a crisis? & What is it doing now?
3. How can the interests at stake be protected and/or compensated?

Lessons Learned...

Have a clear set of Crisis Management Procedures
A generic contingency Plan
How decisions are made and by whom
A triggering procedure
A fan-out and callback system
A public Information Plan
A capacity for on-going monitoring of emergency issues
A procedure for testing the Plan
Provision for training key players / spokespersons
Be prepared for the worst
Take the initiative.... make news
Establish a checklist of contacts
Do not panic
Take action to prevent escalation of the crisis
Assess the situation from more than one perspective
Identify and inform potential supporters
Deal with only the crisis during the crisis
Re-integrate the crisis into the normal flow of business
Conduct a Crisis Post-Mortem

Emergency Media Response DO?s & DO NOT?s

Do...prepare for an interview
Do...stick to known facts only
Do...tell the truth
Do...focus on what the company is doing about the emergency
Do...use everyday language
Do...refer reporters to authorities and other sources of information
Do...keep your cool
Do Not...lie
Do Not...speculate on the cause of the emergency
Do Not...guess
Do Not...apportion blame
Do Not...offer information ?Off the Record?
Do Not...say ?No Comment?
Do Not...tell a reporter what to write or say

Crisis Management Procedures are essential:

Managers must have a clear understanding of roles and responsibilities, going into and during a crisis. Training and exercises facilitate a high level of preparedness.

Communications are critical:

From a communications point of view, it is necessary to have a single message; to have clear, accurate, and reliable information; and the message should be delivered by a designated spokesperson supported by sub-spokespersons drawing from the same information base. Be consistent!

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