超棒的战略性危机管理7要素全英例解SEVEN DIMENSIONS OF CRISIS COMMUNICATION MANAGEMENTWord文件下载.docx

超棒的战略性危机管理7要素全英例解SEVEN DIMENSIONS OF CRISIS COMMUNICATION MANAGEMENTWord文件下载.docx

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sintelligence,hasimpactwithoutbelaboringtheobvious,inspiresactionwithoutover-simplifying,andillustratesoptionsandchoiceswithoutteachingunnecessary,ill-advisedlessonsinpublicrelations.

Examiningthedimensionsofacrisis,whichexecutivescanclearlyrecognizeandrelateto,helpsthepublicrelationscounselorprovidetrulymeaningful,strategicadvice.Itisthiskindofanalyticalapproachthathelpsseniormanagementavoidcareer-definingmoments,unlessthemomentsaredeserved.

TheDimensionsofaCrisis

Truecriseshaveseveralcriticaldimensionsincommon,anyoneofwhich,ifhandledpoorly,candisruptorperhapsdestroybesteffortsatmanaginganyremainingopportunitiestoresolvethesituationandrecover,rehabilitate,orretainreputation.Failuretorespondandcommunicateinwaysthatmeetcommunitystandardsandexpectationswillresultinaseriesofnegativeoutcomes.Thisarticlefocusesonsevencriticaldimensionsofcrisiscommunicationmanagement:

1.CCOperations;

2.Victims;

3.Trust/credibility;

4.Behavior;

5.Professionalexpectations;

6.Ethics;

and

7.Lessonslearned.

Thegraphicapproachusedhereresonateswellwithbusyseniorexecutives.Itprovidesausefulseriesofdiscussiblestrategiesanddecisionpossibilitieswhenadaptedtoarelevant,criticalbusinessscenario.Forthecrisiscommunicationmanagementstrategist,ithelpsdevelopframeworksfortestingproposedresponsebehaviorsandforecastingintendedandunintendedconsequencesandcollateraldamage.

TheScenario

FourdaysaftervisitingthelocalBurgerMaxforaneighborchild'

sbirthdayparty,MaryEllenMeadlaydyinginanintensive-carehospitalbed（BurgerMaxisafictionalregionalpubliclyheldchainof31fastfoodshopsspecializinginfairlytypicalburger/chicken/fishentr閑s）.Threechildrenatthepartyhadalreadypassedaway;

sixothers,includingtwoadults,wereincriticalconditionandfailing.

DeadlyE.colibacteriawasracingthroughMaryEllen'

skidneysandliver.Theoddswereagainstherandtheothervictims,thedoctorssaid.

Mead,a31-year-oldmotherofathree-yearolddaughter,andtheothersatthepartywereindangerofjoiningthe100to200peoplewhodieintheUnitedStateseachyearfromE.coli0157:

H7,adangerousstrainofthecommonbacteria.Thesourcewasundercookedhamburgerpatties.

"

Theykeptpullingmyhusbandoutofthehospitalroom.Ididn'

tknowwhattheyweresaying,butIknewsomethingwasveryserious,"

MeadrecalledrecentlyaboutherAugust1998brushwithdeath."

Later,Ifoundouttheyweretellinghimheshouldpreparehimself,thattherewasareallygoodchanceIwasnotgoingtomakeitthroughthenight.Myliverhadcompletelyfailedandtheytoldhimifitdidn'

tcomebackinadayortwo,Iwasgoingtodie.Thentheytoldhimabouttheotherchildren."

[1]

ForseveraldaysMeadhoveredneardeathbeforeherconditionturned.After10daysinintensivecare,sheresumedeating.Eightdayslatershewenthome.Fourchildrenandtwoadultsdiedduringthesameperiod.

BurgerMaxisaregionalpubliclyheldchainof31fastfoodshopsspecializinginfairlytypicalburger/chicken/fishentr閑s.

TheTimeline

DayOne:

Themediaandcustomerscallandaskaboutthechildrenandparentswhoaregettingsick.BurgerMaxdeniesanyresponsibilityandrefusestotalkwiththefamiliesexceptthroughanattorney.Intensemediaspeculationforcesthecompanytomakepublicstatementsandtoissueanewsrelease.Companyofficialsdidcallinthestatedepartmentofhealth.

DayTwo:

ContinuedmediaspeculationforcesBurgerMaxtoacknowledgethatsomethingmighthavehappenedandthatitmighthavebeenthecause."

Ifitwasourburgers,"

morethanlikely,thecompanysaid,"

itwasthefaultofthesupplierwhoprovidedcontaminatedmeat."

Thecompanycautionedthemediatoberesponsibleandnottostartapanic.TheU.S.DepartmentofAgriculture（USDA）wasalreadyexaminingthesupplier'

sfacilities.

DayThree:

Thefirstchilddies.ThestatedepartmentofhealthsuggestsashutdownofallBurgerMaxrestaurantsforinspectionandsanitizing.Thecompanyagreestoshutdownthethreerestaurantswherevictimshadeaten.FamiliesofthevictimsholdanewsconferencedemandingthatBurgerMaxtakeresponsibility.BurgerMaxrunsadssaying,"

It'

sjustanisolatedincident,"

"

Wefollowthelaw,"

ComeondownandenjoyaMammothMax."

BurgerMaxreleasesastatementcondemningthefederalmeatinspectionprogram."

Thismightnothavehappenedhadtherebeenmorequalifiedfederalinspectors."

DayFour:

Twomorechildrendie.Thestatedepartmentofhealthreportsthatcookingtemperatureswereprobablytoolowtokillthebacteria.BurgerMaxsays,"

Wefollowedallapprovedprocedures"

;

Foodsafetyisournumberoneconcern"

Ifthemeathadnotbeencontaminatedbyoursuppliers,therewouldnothavebeenproblemsinourrestaurants"

TheentireU.S.meatinspectionsystemneedstobeexamined."

DayFive:

Anotherdeath.BurgerMaxannouncesitwillsponsoranationalstudyoffoodsafetywiththeNationalRestaurantAssociationandtheNationalFranchiseRestaurantAssociation.Itcontributes$100,000tothestudy,declaringthatfederalmeatinspectionisa"

nationalproblem."

Twoformeremployees,speakinganonymously,suggestthattheymayhave,"

cutacornerortwo,"

especiallyduringbusytimes."

Managersjustlookedtheotherway."

DaySix:

Twomoredeaths.ThefamiliesofthefirstvictimsannouncelitigationagainstBurgerMaxanddemandacriminalinvestigation.Thecompanyannouncesaplantohelpvictimfamiliesobtainassistancemoreeasily.Thestatedepartmentofhealthannouncesitwillthoroughlyinvestigateall31BurgerMaxrestaurants.

ApplyingtheDimensions

Usingthisscenario,let'

sdoananalysisusingeachofthesevencriticaldimensions.Eachrequiresaffirmativemanagementdecisionmakingasapartoftheprocessofsurvivingthesituation.Youwillseesomeduplicationinrecommendationsorobservations,mostlybecausebadnewsisrepeatedindifferentwaysandindifferentplacesunlessitisdealtwithconclusively,promptly.

I.Theoperationsdimension

Regainingpublicconfidencefollowingadamagingsituationfirstrequiresoperatingdecisionsthatalleviatethecommunity'

sanguish;

restoreconfidenceinthebrand,organization,individual,oractivity;

andrebuildrelationships-especiallywiththevictims-whileatthesametimereducingmediacoverageofthestorybecausetheorganization,whichcreatedthesituation,isactuallydoingwhatthecommunityexpects.

OvertheyearsI'

vedevelopedaseriesofstandardoperatingbehaviorsthatseemtomeetthecriteriaforre-establishingcommunitysupport.Therealityisthatfortrulyserioussituations,theperpetratorswillneedtotakeeachofthesevenactionsbeforepublicconfidencewillreturn.Theoptimumorderinwhichtheyneedtobetakenisshownhere.Itisnotpossibletoskipastep.Infact,thefastertheseactionsaretaken,inthecorrectorder,themorequicklytherewillbelessangerfromvictims,fewerbadfeelingsfromemployees,lesslitigation,andlessmediacoverage.Companiesthatbehaveappropriatelyandsolveproblemspromptlyareneithernewsworthynorsueable.Toresolvethecrisissituationcompletelyeachoneoftheseoperationalactionswillbetaken.

UrgentCrisisManagement

OperatingResponses

BurgerMax

DamagingBehaviors

Correct

Approaches

1. 

Candor:

∙Outwardrecognitionthroughpromptlyverbalizedpublicacknowledgementthataproblemexists;

thatpeopleorgroupsofpeople,theenvironment,orthepublictrustisaffected;

andthatsomethingwillbedonetoremediatethesituation.

∙Releasedself-servingmessagesandcommunication.

∙Madeassumptionsaboutthetruthwithoutreallyknowingwhatthetruthwas.

∙Failedtoacceptresponsibility.

∙Shiftedtheblametoothersinanattempttodeflectcriticism.

∙Disparagedthemediaandgovernmentagencies.

∙Viewedtheoutbreakasa"

PR"

problem.

∙Issuednewsreleasesthatwereself-serving.

∙Hidbehindweakarguments,e.g.,"

averagetemperature"

and"

compliedwithfederalstandards,"

andgavetheappearanceofminimizingitsroleintheharmthatwasdone.

∙"

sourfault."

Itshouldn'

thavehappened."

Wearehelpingthefamiliesthroughtheseterribletimes."

Wewillrelentlesslyexamineeveryaspectofourbusinesstofindoutwhathappened,tofixit,talkaboutit,andseethatitwon'

thappenagain."

∙Useappropriatespokespeoplewithstatements.Avoidnewsreleases.

∙Standupandanswerthequestions.

∙Acttofindthecause.

2. 

Explanation（nomatterhowsilly,stupid,orembarrassingtheproblemcausingerrorwas）:

∙Promptlyandbrieflyexplainwhytheproblemoc