LSPR CC10 s57

Course : Crisis Communication (1510CC10)
elearning.lspr.edu
Master of Arts in Communication : Corporate Communication Studies
LSPR eLearning Program
Session Topic : Managing Crisis-Working with

the Media 2
Course: Crisis Communication
By Syafiq B. Assegaff, MA, MD, CBM, IAPR
Content
Part 1
5W+H
Part 2
Media Interview
Part 3
Media-Friend or Foe
Part 4
4 Roles of Media
Powered by HarukaEdu.com
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Part1: 5 W + H
Media: Kekuatan
Kekuatan Media
a. Media punya kekuatan yg sangat besar
b. Bisa menjangkau publik dgn cara yg tidak bisa dilakukan organisasi
manapun.
c. Bisa mempengaruhi opini publik & memotivasi respon publik.
d. Jurnalis percaya publik punya Hak utk Tahu
e. Jurnalis menganggap diri mereka sebagai Pelindung Masyarakat
f. Mereka bukan Berusaha utk Menjebak Anda tetapi mereka ingin
memberitahukan kepada masyarakat apa yg sedang terjadi.
Jika itu hal
1) Baik: organisasi akan mencari jurnalis;
2) Buruk & mempengaruhi publik: jurnalis mencari organisasi.
g. Maka mereka harus mengantisipasi pertanyaan wartawan:
5W + H
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Media: 5 W + H & Akuntabilitas
5W + H
a.
b.
c.
d.
e.
f.
What : Apa
Who : Siapa
Where: Di mana
When : Kapan
Why : Mengapa
How : Bagaimana
Akuntabilitas
1) Publik & kemudian jurnalis,
mengharapkan Akuntabilitas
bisa di Pertanggung jawabkan
2) Mereka juga akan mencari hal2

berkaitan dgn,
Pengungkapan ancaman
bahaya atau
Permasalahan yg
mempengaruhi publik.
3) Jangan menghadapi wawancara

dgn mengharapkan bisa,
Menyimpan Kebenaran atau
Membela Diri tetapi lebih
kepada
Meluruskan, menjelaskan atau
memberikan kepastian bahwa
permasalahan sedang di cari
jalan keluarnya.
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Media: Hak Jawab
a. Jurnalis diwajibkan utk meliput 2 sisi dari satu cerita

Balance, adil.
b. Jadi jika ada kritik,
tentang sesuatu hal yg menjadi tanggung jawab Anda,
Anda bisa memberikan pertanggungjawaban akan kebenaran
cerita tersebut.
c. Gunakan Hak Jawab ini utk menjelaskan atau mengekspresikan
pandangan Anda kepada publik.
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Crisis: Communicate Quickly & Consistent via Conduit
1. Organizations must communicate

quickly & consistently by providing
accurate info to maintain
credibility.
2. The organization is already at a
credibility disadvantage for being
involved in the crisis.
3. Crisis communication derives from,
the need for skilled
communicators to strategically
defend & explain the
organizations position
in the face of crisis-induced
criticism, threat, & uncertainty.
4. However, As responsible members

of the community, organizations
have a right & in come cases, an
obligation to interact with their
community.
5. Media partnerships are needed, in
most cases, as a conduit for that
interaction.
6. Research: there is value in interorganizational linkages in PR
activities generally & in issues
management specifically.
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Crisis: Communicate Quickly & Consistent via Conduit (cont.)
7. The benefits of establishing a

partnership include:
a. The combining of resources &
expertise,
b. Sharing of good practice, &
c. The spreading of costs & risks.
8. Relationships represent the
exchange or transfer of
information, energy, or resources.
9. If the org can deliver its message

more smoothly & the media can
get the story without hassle, both
entities are better off.
10. These benefits constitute terms

collaborative advantage
positive outcomes not achievable
by organizations working
independently.
11. The attributes of the resources
exchange are what define the
relationship. Inter-organizational
projects can be risky,
however, because, they are not
governed by traditional
hierarchical relationships
[therefore] critical problems
surround the development &
maintenance of trust & the
deployment of power amongst
members.
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12. Trust is used to refer to the

expectation that both parties will
behave reliably & predictably.
13. Maguire, Phillips, & Hardy,
describe identity based trust as
the strongest form of trust in
which,
trustees forgo opportunistic
behavior not because of
deterrents, penalties or rewards
but because it is seen to be the
right thing to do.
14. If trust is lacking in an interorganizational partnership

power becomes the dominant
quality in the relationship.
15. Hardy & Phillips (1998) highlight
3 aspects of power:
a. Formal authority,
b. Control of critical resources, &
c. Discursive legitimacy.
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16. Tomlinson (2005): if one party (in

the relationships) is better
positioned to pursue self-interest,
the risks will not be evenly
spread in the relationship.
In addition, if one party in the

relationship can exercise greater
control of the communications
process,
it can limit the participation of
the other party, thereby
privileging the interests of the
more powerful party &
restricting the opportunity for the
marginal party to exercise their
discursive legitimacy.
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Media Interview: 10 DOs
10 DOs for Media Interview

1. Listen to the whole question
before answering;
2. Use everyday language, not
jargon.
3. Calm, courteous, responsive,
direct, positive, truthful, concerned,
& if necessary, repentant &
apologetic;
4. Do understand reporters job;
respect deadlines; return phone
calls promptly;
5. Do be accessible & pleasant;
6. Treat the reporter as a partner, an
ally in maintaining or restoring
your good image.
7. Tell the truth; misleading &

omitting facts are also forms of
lying.
(debatable: some PR
practitioners disagree with this
position;
but even the skeptics would
agree that its important to
appear open and honest);
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Part2: Media Interview
Media Interview: 10 DOs (Cont.)
10 DOs for Media Interview

8. Look the reporter in the eye; address each reporter by name (if possible);
9. Do use your Crisis Communications Plan.
10. Do keep employees informed of the crisis; they may be unselected
spokespersons.
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Media Interview: 10 DO NOTs
10 DO NOTs for Media Interview

Do not
1. Be scared (afraid).
2. Speculate; either you know or you dont know;
3. Get overly upset about being quoted out of context prepared written
(text) statement is better.
4. Play favorites with the media.
5. Pull advertising because reporters are not cooperative.
6. Consider your news release golden. Usually it will be changed, except in
small-staffed newspapers.
7. Stick to a story if it has changed (just to be consistent); the reporter
realizes that things change.
8. Be trapped into predicting the future.
9. Wear sunglasses of chew gum.
10. Smoke.
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Crisis: 4 Principles
4 Principles of Crisis Communications - Grunig

a. The Relationship Principle:
An organization can withstand both issues & crises better if they have
established good,
long-term relationships with publics who are at risk from decision &
behaviors of the organization.
b. The Accountability Principle:
Organizations should accept responsibility for a crisis even if it was not
their fault.
James E. Grunig
Professor Emeritus, Dept.
Communication, Univ. of
Maryland.
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Crisis: 4 Principles (Cont.)
c. The Disclosure Principle:

At the time of a crisis, an organization must disclose all that it knows
about the crisis or problem involved.
If it does not know what happened, then it must promise full
disclosure once it has additional information.
d. The Symmetrical Communication Principle:
At the time of a crisis, an organization must consider the public
interest to be at least as important as its own.
Public Safety, for example, is at least as important as profits.
Therefore the organization has no choice other than to engage in true
dialogue with
publics & to practice socially responsible behavior when a crisis
occurs
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Crisis: Listening to Your Audiences
1. To make sure you are doing all you can to avoid a crisis, you need to
always be listening carefully to your audiences.
2. What are the issues that are surfacing in chat rooms ?
In news groups ? & in the media ? How are employees, vendors, &
the community responding to your messages ? These questions can
easily be answered through regular surveys &
content analysis of the media (print, electronic & the internet.)
HOW DO You Know How Well You are Doing Under Fire ?
But sometimes all the listening in the world cant prevent the
unavoidable accident, or the simple twist of fate.
Through no fault of your own, the TV cameras are at your doorstep
& the spotlight is upon you.
Your crisis communications plan kicks into effect, your key messages
are delivered, the emergency web site is live.
So assuming that your organization has followed all the rules,
how do you know how well youre doing under fire. how effective
? see next slides.
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Part3: Media-Friend or Foe
Interview: Trick
Trick Questions
Being interviewed is like playing Russian roulette. You never know which
question will kill you.
1. Speculative Questions: begin with if.
These can be embarrassing & dangerous.
For example, a reporter may ask, If the earthquake had happened during
business hours,
how many people would have been killed or injured ?
2. Leading Questions: imply that the reporter already has the answer;
you are merely to verify it.
For example, You do agree that the company could have avoided this
tragedy, right?
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Interview: Trick (Cont.)
3.
a)
b)
4.
a.
b.
c.
Loaded Questions:
Are designed to elicit an emotional response.
Some television reporters thrive on these because
responses to them make for more exciting videos.
A sample might be,
Isnt it true that you knew there was asbestos in the ceiling & failed to do
anything about it ?
In the case of a loaded question, rephrase it & answer your own question.
You could say, Do you mean, Were we aware there was asbestos ? No,
we were not.
Nave Questions:
Indicate that the reporter has not done any homework & does not know what
to ask. Tell me, what does your company do ? Is an example.
Reporters who ask such questions are dangerous because they desperately
need a story.
Make sure they get the story you want them to have.
Give them media materials such as press kits, backgrounders,
biographies, & news releases.
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Interview: Trick (Cont.)
5. Silence or an absence of questioning:

a) Is used by reporters who want you to spill your guts, to talk on & on.
Many people tend to babble because there is silence.
b) Remember, silence is the reporters problem, not yours.
Use this opportunity to reinforce positive statements or continue to be silent.
6. Good-bye Questions:
a. Are posed at the end of an interview & may even come after the camera or
tape recorder is turned off.
b. The reporter shakes hands & says, By the way . . . Watch out for what
follows. The interview is not necessarily over.
c. Remember: in all questioning, be positive, concerned, empathetic, &
apologetic (if necessary).
7.
8.
9.
10.
False Questions
The Know-it-all Question
Accusatory Question
Multiple-part Questions
11. Jargonistic Questions

12. Chummy Questions
13. Labeling Questions
Read the book.
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Crisis: Media-Friend or Foe
1. Media: 24/7 coverage, evolving crises fill up time & space quickly. in
USA: 100-150 calls a day.
2. Not always like PR complaints: not all coverage of crises is sensationalized.
3. Journalists go to the scene, join other first responders-police, firefighters,
emergency medical teams.
4. The media are there to cover the story.
5. In the initial phase of a crisis or emergency, people want informationnow.
6. They want timely & accurate facts about what happened, & where, & what
is being done.
7. Oftentimes, the media deliver those facts, whether the organization
approves or not.
8. Some Organizational leaders view reporters as attack dogs (not watch
dogs). Media become the enemy.
9. Schmidt (2006) suggests that,
management should view reporters not as enemies,
but as filters through which carefully prepared messages pass before they
reach stakeholders.
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Crisis: Media-Friend or Foe (Cont.)
10. Ulmer, Sellnow, & Seeger (2007) go a step

further. They suggest practitioners should
view stakeholders,
including the media, as partners when
managing a crisis.
Partnerships
11. are equal communication relationships
with groups or organizations that have an
impact on an organization.
12. are established through honest & open
dialogue about important issues for each
group or organization.
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Robert R. Ulmer
Dean, UNLV's
Greenspun
College of
Urban Affairs
Timothy L.
Sellnow (Ph.D.)
Professor,
Communication &
Info Science,
Univ. of Kentucky.
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13. Partners may be advocates for the

organization or they may be groups
that are antagonistic toward the
organization (Ulmer et al., 2007, p. 35).
14. Reporters is part of the crisis response,
not a filter through which manipulated
messages must pass.
15. Seeger (2006): best practices of crisis
communicators are grounded in effective
communication with the media.
16. Media is not a liability risk & crisis
communicators should engage the media,
through open & honest communication, &
use the media as a strategic resource to aid
in managing the crisis.
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Matthew W. Seeger
Ph.D
Dean, College of Fine,
Performing &
Communication Arts,
Professor of
Communication
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Part4: 4 Roles of Media
17. The purpose of crisis communication is

to prevent or lessen the negative
outcomes of a crisis, thereby protect
the organization,
stakeholders, & industry from harm.
(Coombs, 2007, p. 5).
18.
a.
b.
c.
The crisis response contains 3 key elements:

Instructing information,
Adjusting information, &
Reputation management. many use this
only.
*) Source: Veil, Shari (Univ. of Oklahoma),

Friend vs. Foe: Viewing the Media as a
Partner in Crisis Response; A paper (nd).
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W. Timothy Coombs
Ph.D Professor,
Advertising-Public
Relations, Univ. of
Central Florida
William Benoit, Ph.D.

Professor, School of
Communication
Studies, Scripps
College of
Communication
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Crisis: 3 Key Elements
a. Instructing information:
includes messages on what
stakeholders
should do to protect themselves
during a crisis. Includes:
1. Messages to increase physical

safety & detail what happened,
How
2. it will affect stakeholders, &
3. business will continue.
The immediate communication
need is to reduce uncertainty so
audiences may act
appropriately.
b. Adjusting info helps stakeholders

cope psychologically with the
crisis.
Adjusting messages should
include what is being done to
prevent the crisis from recurring &
what stakeholders can do to move
beyond the crisis.
c. Reputation management: includes
messages designed to
reduce damages to the
credibility & legitimacy of the org.
Much research in crisis
communication, particularly in PR,
has focused entirely
on the reputation management
response (Benoit, 1995a, 1995b,
1997, 2000; Coombs, 1995).
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Crisis: Filling the VOID
1. Crisis communication also

concentrates on being the first to
communicate.
2. Crises is creating an information
void. The void must be filled
(Coombs, 2007).
3. If not ready to respond, the media is
ready to run the story.
The story will be run without the
organizations response.
4. The void can be filled by rumor &
speculation instead of facts.
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Crisis: Filling the VOID (cont.)
5. If organization does not respond:

a. It gives the impression that it is not in
control &
b. Opens the door for others to control
the situation.
6. Following the Challenger accident:

a. NASA took 5 hours to call a press
conference.
b. The media continued running
coverage without NASA,
getting comments on the accident
from outside experts &
limiting the NASAs ability to regain
their expert credibility.
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Crisis: 4 Roles of Media in Crisis & Information Resource
4 Roles of Media in Crisis

The media is serving as:
1. An information resource,
2. Resource manager,
Public
3. Safety official, &
4. Advocate.
Information Resource
1. The most common role of the media in a crisis is as an info resource.
2. Ulmer et al. (2007) detailed how investigators partnered with the
media to help catch the D.C. Sniper by reporting description of the
suspects vehicle.
3. The media can relay essential info to stakeholders & provide info
back to the organisation.
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4 Roles: Information Resource
4. Read this:
a. During the 2003 San Diego wildfires, the media proved to be a valuable
resource.
The city did not have the means to track the widespread fires.
Fire Chief Jeff Bowman held up to five press conferences each day,
not only to report progress to the public, but to also gain information
from
reporters who often had better information about the location of
the fires.
b. Chief Bowman had spent the year before the fires working with the
media,
to report on fire risks & inadequate funding for the fire department
(Ulmer et al., 2007).
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4 Roles: Information Resource (Cont.)
c. The relationships established with the media before the fires allowed for
comfortable, candid responses under intense pressure.
Even more, the medias field reporters were able to provide the
location of the fast moving fires,
understanding that the department did not have the resources to
track that essential information.
Bowman explained that without a positive pre-crisis relationship with
the media, an effective response would have been impossible (Ulmer et
al., 2007, p. 135).
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4 Roles: Resource Manager
1. The media assisted in the response

efforts following the Oklahoma City
bombing in 1995 by reporting what
supplies were needed. Truckloads of
flashlights & batteries arrived in
addition to booties for the search dogs
clambering over broken glass.
2. A feature of the Oklahoma City
National Memorial focuses on the role
of the media in bringing together
massive resources (OKC Memorial,
2008).
Eg, following a call for work boots for
rescuers, a volunteer accepted a pair
of slightly worn boots from a citizen.
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4 Roles: Resource Manager (cont.)
As the individual was getting back into

his vehicle, the volunteer realized he
was wearing only socks.
3. The calls for supplies relayed by the
media following the tragedy inspired
people to donate the shoes off their
feet.
People waited in lines for hours to give
blood until the media reported the
blood bank could not take anymore.
4. The media also reported volunteer
requests, which encouraged an
overwhelming community response.
Similar experiences following 9/11
were also reported.
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4 Roles: Public Safety
1. When the Interstate 35W bridge

collapsed in Minneapolis,
Minnesota reporters were part of the
first responder team to the scene
before the area was cordoned off.
2. The media provided much needed

accident details & traffic directions for
emergency responders & citizens to
respond appropriately.
News stations even collaborated on
info to assure details of the warnings &
response were accurately reported to
save lives & minimize chaos.
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4 Roles: Public Safety (cont.)
3. Normally, reporters respect each

other's spaceBut in this emergency,
most were accommodating to each
other to help get the info out.
4. In the acute phase of the crisis the focus
was not just on what happened & who
was to blame, but on public safety &
how to minimize the affect of the crisis
on citizens.
5. The media provided the initial instructing
info to minimize harm until the Dept of
Transport could respond to the crisis.
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4 Roles: Public Advocate
1. Journalists have long carried the

reputation of being the watchdogs for
citizens, monitoring government &
corporate giants for power abuse.
2. In the aftermath of Hurricane Katrina,
the media coverage was so intense &
illuminated so many failures &
disparities in the response &
recovery effort that legislation was
introduced to change how communities
prepare for crisis.
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4 Roles: Public Advocate (cont.)
While FEMA & the Bush Administration

no doubt felt the media was
representing their attack dog persona,
organizations that reached out to the
media, in particular those who already
had established relationships with
reporters,
were able advance their mission by
filling the information void created by
the crisis &
left open by a slow government
response to media concerns.
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Crisis: 3 Elements
3 Elements to Measuring your Effectiveness during a Crisis

Measuring
1. Outputs & the effectiveness of your process:
Hour by hour, or day by day monitoring of the media to determine
if your key messages are being communicated and to whom.
2. Impact:
Determining if the messages are having the desired effect,
if they are being believed, & if theyre swaying public opinion.
3. Outcomes:
In the long run, did the crisis impact your reputation, customers intent
to purchase ?
Employee turnover ? Shareholder confidence ?
Which type of measurement you select should be driven by your internal
needs for better decision making tools.
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Crisis: Checking Effectiveness
1. If crisis is on-going, & you need to make decisions hourly or daily as

to what to say or not say, monitoring will be essential.
You should schedule delivery of such a monitoring report in plenty of
time
to allow you to craft & refine the key messages you need to be
communicating.
2. A monitoring report typically examines,
print, television, radio, internet news groups & chat rooms to
determine what is being said, how the organization is being
positioned, & what messages are being delivered.
3. Sometime the ultimate measure isnt the content, but the shear volume
of crisis coverage.
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Crisis: Checking Effectiveness (Cont.)
4. The following charts track the volume of clips over the first few weeks
after a crisis has broken for several well-known crises.
5. On the left axis I is,
the number of impressions in millions made the first day the news
story broke.
The chart then plots the number of impressions made each week over
the next few weeks.
As you can see, sometimes the volume of coverage goes up after the
crisis breaks & sometimes it goes down.
Thats the difference between well-managed crises & poorly handled
ones.
6. A well managed crisis,
gets all the bad news over with up front by aggressively dealing with
a problem.
A poorly handled one, can drag on for months, as you can see by the
following charts:
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Crisis: Intel Pentium Shake
In the infamous case of Intel Pentium,

Intel long denied its existence until camera crews showed up on their door
step.
The resulting coverage went on for months.
Mea Culpa = Own The Problem
The Pentium Flow
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Crisis: Levis Novel Approach
In the case of Levis first-ever layoffs,

the company took a novel approach, simultaneously announcing grants to all
the communities affected by the layoffs.
As a result, their coverage spiked the first week, & steadily decreased
after that.
Actions Speak Louder than

Words: Levi Strauss closed 11
plants & laid off 6,395 workers.
Story broke & news of Levis
USD200million employee
benefits package & USD8million
grant to local communities
affected by the closings, showed
Levi cares for its workers
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Crisis: Initial Crisis Response Best Practices
Be
1. quick & try to have initial response within the first hour.
2. accurate by carefully checking all facts.
3. consistent by keeping spokespeople informed of
a. crisis events &
b. key message points.
4. ready to provide stress & trauma counseling to victims of the crisis &
their families, including employees.
5. Make public safety the number one priority.
6. Use all of the available communication channels including the social
media, websites, intranet, & mass notification systems.
7. Provide some expression of concern/sympathy for victims.
8. Remember to include employees in the initial response.
Source: Coombs, http://www.instituteforpr.org/crisis-managementcommunications/

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Crisis: Valuable Insights
Here is a Little
More
To remind &
adding some
valuable insights
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Crisis: Principles & Why Crises Happen
Principles
1. Reputations can be gained or lost
during emergencies
2. Emergency (crisis) communications is
an extension of your normal
communications good & bad
3. If you dont fill the news hole,
someone less qualified probably
will
4. Perception is reality if you dont
like it, change it
5. Knowing what to do is only half the
battle
6. The longer you wait to act, the
higher the price
Q: Why Crises Happen ?

A:
1. Managements failure to
understand the issue, public
opinion
Failure to
2. effectively engage the media
allowing others to control the
issue
3. demonstrate control, concern &
credibility
4. Over-reliance on legal
response/defense
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Crisis: News Cycle & Assessing
The Crisis (News) Cycle
Assessing Your Crisis Potential
a. Initial story facts

b. Follow-up (new details, angles,
opportunities)
c. Inappropriate management
response (lack of trust)
d. Management competence becomes
the story (loss of credibility &
control)
e. Regulatory, political or board level
reaction (blame & house cleaning)
f. Coverage of investigation(s) &
recovery
g. Next time, anniversary coverage
a.
b.
c.
d.
e.
Nature of your business

Nature, experience of your CEO
Prominence of your company
Organizational culture
Communication reporting
structure
f. Status of current public relations
g. Do you have a plan ?
h. Has it been tested ?
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Crisis: Emergencies & Stuff
Before Emergencies Strike
When Stuff Happens
a. Consider likely, unlikely scenarios

b. Identify key staff members, roles
c. Establish relations with external
contacts
d. Develop a plan
1) Objectives for each audience
2) Think, How would we ?
3) Identify resources
4) Train, rehearse staff members
a. Fill the immediate news hole

b. Collect, analyze the facts
c. Assess newsworthiness when,
where is it news ?
d. Who are other likely news
sources ?
What are they saying ?
e. Develop a strategy, messages

& communicate them
f. Dont let your silence become
the story
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Crisis: No Comment & News Value
Avoiding the Initial No Comment
Assessing News Value
Even without facts, you should be able

to express:
1. Awareness
We are aware of/not aware of
2. Concern
We are concerned about (or are
taking seriously) reports of
3. Commitment
Once we have the facts, we will
take appropriate action
a.
b.
c.
d.
e.
f.
Prominence
Timeliness
Impact
Proximity
Conflict
Emotion
g.
h.
i.
j.
k.
l.
Oddity
Sex
Suspense
Progress
Trends
Visuals
Goal: Address & reduce news

value.
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Crisis: 3 Cs & News Media
3 Cs of Success
Dealing with News Media
a. Control
Take appropriate action, explain it
a. Labels what are we calling this

?
b. Develop an approval process,
one set of facts
c. Briefings or interviews ?
d. Be helpful, instructive, polite
but always firm
e. Reach out to third parties for
credibility
f. Listen for news, concerns
g. Good relationships are made in
bad times
b. Concern
Demonstrate concern, compassion
c.
1)
2)
3)
Credibility
Know the facts
Be first with the news
Build trust
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S.51
Crisis: About & Good Responses
It Is Not about Answering

Questions
Starting Points for Good

Responses
a. Prepare talking points

b. Make statements about the issue
c. Explain your companys
perspective
d. Shape the story
a. Our primary concern at this

point is
b. What I can tell you right now
is
c. At the moment, our primary
focus is
d. The important thing at this point
is
e. I think a more accurate term is
_____ (& then explain why)
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S.52
Crisis: Major Accidents or Emergencies
a. Confirm/assign staff responsibilities

b. Plan for sustained media presence, coverage develop a
briefing schedule
c. Find daily news peg, story angle think whats next ?
d. Be first with the news (internal & external) shape the story
e. Prepare your spokesperson
f. Look for good news offer behind the scenes access, if
appropriate
g. Use all your tools e-mail, website, YouTube, photo releases
h. Dont forget internal communications
i. Pace yourself, key staff
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S.53
Crisis: Gets Really Bad & Legal Counsel
If/When It Gets Really Bad
Working with Legal Counsel
a. Ask yourself, Whats the worst

thing they can do ?
b. Volunteer for the second worst
quickly
c. Announce the decision to do so
a. Same team, different

perspectives
b. Equally critical in emergencies
c. Tactics
1) Build relationship in advance,
gain trust
2) Highlight bad examples
elsewhere
3) Understand legal concerns,
present options
4) Bottom line the boss needs
both perspectives
The longer you delay, the higher the

cost Money $$ & reputation
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S.54
Crisis: Storm & Key
When the Storm Passes
Keys to Success
a. Thank those (inside & outside)

who helped
b. Reward & congratulate
successes
c. Collect lessons learned
d. Track issues,
Think about next news peg
memorial,
anniversary ?
a. Build relations with key people

in advance
b. Have a plan, communicate it
c. Fill the immediate news hole
d. Try to stay ahead of the news
e. Use all your resources
1) Staff,
2) Website,
3) Social media
f. Learn for next time
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S.55
Crisis: Dealing with Social Media
a. Part of your strategy, but not the driver

b. Valuable resources for:
1) Monitoring, listening
2) Sharing perspective
3) Interacting with users/customers/clients
c. Can be a time/resource vampire

d. Choose those that work for your business
e. Interact with professionalism, authenticity
- 1510CC10-
S.56
Course : Crisis Communication (1510CC10)
elearning.lspr.edu
Associate Partners :
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- 1510CC10-
S.57

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Course : Crisis Communication (1510CC10)

LSPR eLearning Program

Session Topic : Managing Crisis-Working with

Media: 5 W + H & Akuntabilitas

2) Mereka juga akan mencari hal2

3) Jangan menghadapi wawancara

Media: Hak Jawab

a. Jurnalis diwajibkan utk meliput 2 sisi dari satu cerita

Crisis: Communicate Quickly & Consistent via Conduit

1. Organizations must communicate

4. However, As responsible members

Crisis: Communicate Quickly & Consistent via Conduit (cont.)

7. The benefits of establishing a

9. If the org can deliver its message

10. These benefits constitute terms

Crisis: Communicate Quickly & Consistent via Conduit (cont.)

12. Trust is used to refer to the

14. If trust is lacking in an interorganizational partnership

Crisis: Communicate Quickly & Consistent via Conduit (cont.)

16. Tomlinson (2005): if one party (in

In addition, if one party in the

Media Interview: 10 DOs

10 DOs for Media Interview

7. Tell the truth; misleading &

Part2: Media Interview

Media Interview: 10 DOs (Cont.)

10 DOs for Media Interview

Media Interview: 10 DO NOTs

10 DO NOTs for Media Interview

4 Principles of Crisis Communications - Grunig

Crisis: 4 Principles (Cont.)

c. The Disclosure Principle:

Crisis: Listening to Your Audiences

Part3: Media-Friend or Foe

Interview: Trick (Cont.)

Interview: Trick (Cont.)

5. Silence or an absence of questioning:

11. Jargonistic Questions

Crisis: Media-Friend or Foe

Crisis: Media-Friend or Foe (Cont.)

10. Ulmer, Sellnow, & Seeger (2007) go a step

Crisis: Media-Friend or Foe (Cont.)

13. Partners may be advocates for the

Part4: 4 Roles of Media

Crisis: Media-Friend or Foe (Cont.)

17. The purpose of crisis communication is

The crisis response contains 3 key elements:

*) Source: Veil, Shari (Univ. of Oklahoma),

William Benoit, Ph.D.

Crisis: 3 Key Elements

1. Messages to increase physical

b. Adjusting info helps stakeholders

Crisis: Filling the VOID

1. Crisis communication also

Crisis: Filling the VOID (cont.)

5. If organization does not respond:

6. Following the Challenger accident:

Crisis: 4 Roles of Media in Crisis & Information Resource

4 Roles of Media in Crisis

4 Roles: Information Resource

4 Roles: Information Resource (Cont.)

4 Roles: Resource Manager

1. The media assisted in the response