CRISIS MANAGEMENT

Pertemuan 1: Introduction to Crisis

Fasya Syifa Mutma

2022
 DEFINISI KRISIS
• Crises have the potential to create negative or undesirable
outcomes for stakeholders and organizations (Coombs)
• Krisis adalah persepsi terhadap peristiwa tak terduga, yang
mengancam kepentingan stakeholders, serta berdampak serius
pada kinerja organisasi dan mengakibatkan performa negatif
organisasi (Coombs, dkk)
• Krisis adalah peristiwa yang peluang terjadinya sangat kecil, tidak
terduga, namun memiliki dampak negatif sangat besar bagi
organisasi (Crandall, dkk)
 DEFINISI KRISIS

• Krisis adalah peristiwa atau rangkaian peristiwa tertentu, yang terjadi

secara tidak terduga, peristiwa ini bukan sesuatu yang biasa terjadi,
serta menimbulkan ketidakpastian yang sangat tinggi (Ulmer, dkk)
• Kejadian besar dengan hasil negatif yang berpotensi memengaruhi
organisasi, perusahaan, atau industri serta publik, produk, layanan,
atau nama baik (Fearn & Banks)
• Krisis didefinisikan sebagai setiap peristiwa atau periode yang akan
mengarah atau dapat menyebabkan situasi sensitif dan berbahaya yang
mempengaruhi individu, kelompok, atau seluruh masyarakat
(Educationleaves.com)
 ISTILAH TERKAIT KRISIS: ISU

• Isu adalah ‘tren atau kondisi’ yang jika

berlanjut akan memiliki pengaruh
yang signifikan terhadap operasional
perusahaan. Intinya, isu adalah jenis
masalah yang penyelesaiannya dapat
berdampak pada organisasi
• Isu dapat berkembang menjadi krisis
jika tidak ditangani dengan baik
• Diperlukan adanya manajemen isu
yang baik
 3 FAKTA TERKAIT KRISIS
• Setiap organisasi rentan terhadap krisis
• Persiapan yang kurang menyebabkan lebih banyak
kerusakan
• Kegagalan untuk mengatasi masalah komunikasi yang
terkait dengan krisis
The perspective:
“it can’t happen to us”
“if it happens to us, we can handle it relatively easily.”
KARAKTERISTIK KRISIS
• Krisis biasanya
terjadi secara
mendadak, tidak
dapat diprediksi tapi
bukan berarti selalu
tidak terduga
• Krisis mengandung
unsur
ketidakpastian yang
tinggi
• Memiliki dampak
negatif pada
perusahaan
 ATRIBUT TERKAIT KRISIS
Threat
• Krisis menimbulkan ancaman seperti kerugian materi, kehilangan nyawa,
kerusakan, dll
Urgency
• Krisis membutuhkan tindakan cepat, jika tidak segera ditangani akan
menimbulkan kerugian yang lebih besar
Ambiguity
• Saat situasi krisis, terjadi banyak informasi ambigu dan ketidakpastian
yang menghambat penyelesaian masalah
Stress & Emotion
• Saat krisis tingkat stress meningkat, muncul perasaan emosional (negatif
& positif)
Opportunity for Gain
• Krisis dapat memunculkan kesempatan untuk bangkit dan menjadi lebih
baik
 PENYEBAB TERJADINYA KRISIS
Ancaman dari Kesalahan manajemen
Kegagalan & disfungsi
lingkungan luar dalam menangani
organisasi
organisasi krisis
• Praktik keselamatan • Bencana alam • Perencanaan yang
yang buruk & • Ancaman dari buruk, kelalaian,
maintenance stakeholders ketidakmampuan,
• Tekanan produksi eksternal: ketidakjujuran, dan
dan pemotongan kompetitor, menutup-nutupi
biaya konsumen, supplier, semuanya dapat
• Konflik antar anggota dll meningkatkan krisis
organisasi ataupun • Ancaman dari
dengan pihak ketiga industri
• Permasalahan • Ancaman dari sisi
kesejahteraan politik, ekonomi,
karyawan, dll legal dan sosial
 BENTUK KRISIS ORGANISASI
Technical Crises
• Explosions, spills, fires, transportation accidents, and cyberattacks
Economic Crises
• Bankruptcies, hostile takeovers, and organizational death
Human & Social Crises
• Terrorist attacks, sabotage, significant number of deaths and injuries, and
workplace violence
Political/Reputational Crises
• Negative publicity that could lead to a loss of major stakeholder support
Ethical Crises
• Corruption, fraud, and abuse of power
Legal Crises
• Serious violations of laws
Natural Disasters
• Natural disasters, such as hurricanes, tsunamis, and earthquakes or
serious damage to the natural environment
KERUSAKAN
AKIBAT
KRISIS

• Menyebabkan cedera atau kematian pemangku

kepentingan, kerusakan struktural atau properti (di
dalam dan di luar lokasi), menodai reputasi,
kerusakan merek, dan kerusakan lingkungan
• Krisis menghadirkan hasil negatif yang nyata atau
potensial bagi pemangku kepentingan, organisasi,
dan bahkan industri
 KRISIS MEMILIKI SIKLUS
“One characteristic of a crisis that should be mentioned is this: they rarely
occur without warning. A number of preconditions exist that lead to a
crisis developing, such as poor issues management. Crises, like issues,
have lifecycles, and understanding what occurs prior to a crisis is
important in helping prevent them and responding strategically when a
crisis event happens” (Schoenmaker, 2016).

Maksud dari kalimat di atas adalah, salah satu ciri krisis adalah ia jarang
terjadi tanpa peringatan. Terdapat sejumlah prakondisi yang mendorong
terjadinya krisis, misalnya terkait manajemen isu yang buruk.
Seperti halnya isu, krisis memiliki siklus. Sangat penting memahami apa
yang terjadi sebelumnya sehingga kita bisa mencegah terjadinya krisis dan
memberikan response secara strategis.
 KRISIS MEMILIKI SIKLUS
An understanding of the lifecycle, impact
and actions help organisation plan and
respond accordingly maximising the
chance of an organisation surviving and
prospering post crisis.
• Maksudnya apa? Bila kita paham bahwa
krisis memiliki siklus, kita bisa mengambil
langkah-langkah yang tepat sehingga
sehingga kita bisa keluar dengan selamat
dari situasi krisis.
• Contohnya apa? Apa yang Anda lakukan
untuk melindungi diri dari Covid (actual
crisis). Apakah Anda paham gejalanya?
Apakah Anda mematuhi protocol
Kesehatan? Atau Anda mesti mengalami
dulu sebelum percaya bahwa Covid nyata
adanya? Ya itu sih telat!
KRISIS MEMILIKI SIKLUS
Seperti dijelaskan di
awal, krisis memiliki
siklus. Jadi tidak serta
merta terjadi begitu
saja, pasti ada tanda-
tandanya, ada
gejalanya, ada
peringatannya.
Pertanyaannya,
apakah kita menyadari
peringatan itu?
 Penjelasan mengenai siklus atau
fase krisis bisa disimak dari
pemaparan berikut ini. Coba Anda
pahami adakah persamaan atau
perbedaan di antara ketiganya?
 MITTROF
Signal Detection
New crisis warning signs should be identified and acted upon to prevent a crisis

Probing & Prevention

Organization members search known crisis risk factors and work to reduce their
potential for harm

Damage Containment
A crisis hits and organization members try to prevent the damage from spreading
into uncontaminated parts of the organization or its environment

Recovery
Organization members work to return to normal business operations as soon as
possible

Learning
Organization members review and critique their crisis management efforts,
thereby adding to the organization’s memory
 ANATOMI KRISIS - STEVEN FINK
Prodromal
• Clues or hints of a potential crisis begin to emerge

Crisis breakout or acute

• A triggering event occurs along with the attendant
damage
Chronic
• The effects of the crisis linger as efforts to clean up the
crisis progress
Resolution
• There is some clear signal that the crisis is no longer a
concern to stakeholders—it is over
 TIMOTHY COOMBS
Precrisis or predisaster phase
The precrisis stage involves three substages: (1) signal
detection, (2) prevention, and (3) crisis preparation

Crisis
This stage begins with a trigger event that marks the
beginning of the crisis. His phase has two substages: (1)
crisis recognition and (2) crisis containment

Postcrisis
When a crisis is resolved and deemed to be over, an
organization must consider what to do next
 Apa kesimpulan yang bisa ditarik
dari 3 pemikiran itu? Bahwa krisis
itu…
Ada jangka
Ada gejala, Ada dampaknya
waktunya
peringatan, tanda- dan pihak-pihak
(sebelum, semasa,
tanda yang terdampak
sesudah)

Ada tindakan yang Bisa berakhir sedih

perlu dilakukan tapi bisa peluang
untuk happy ending juga
mengatasinya ada
BEBERAPA KASUS KRISIS
 EXXON VALDEZ 1989 OIL
SPILL OFF ALASKA
• Tumpahan minyak di Teluk Alaska
• ff (tahun 1989) sebanyak 37 juta
galon, menyebabkan tercemarnya
lautan
• Exxon tidak mengambil tindakan
serius, upaya recovery teluk
sangat lambat, kecelakaan
tersebut tidak selesai teratasi
bahkan hingga dua dekade
kemudian
• Efek negatif berlanjut sampai
keluar perairan Alaska
• Pengadilan negara menuntut
Exxon membayar denda $3.5
triliun
• Kejadian ini menyebabkan
perusahaan kehilangan
kepercayaan dari publik, dan
memicu sentimen2 anti-Exxon
PRODUK SUSU ABBOTT DITEMUKAN
MENGANDUNG BAKTERI
• Kelangkaan susu formula di
Amerika Serikat terjadi sudah
berbulan-bulan
• Mei 2022, Pabrik Abbot
Nutrition di Michigan ditutup
karena ditemukan bahwa susu
produksi Abbott mengandung
bakteri Cronobacter Sakazakii.
Hal ini menyebabkan empat
bayi sakit, dan dua di
antaranya meninggal
• Hal ini semakin memperparah
rantai pasokan sufor di AS,
dan menyebabkan krisis susu
di AS
PT EIGERINDO MULTI PRODUK INDUSTRI
MELAKUKAN BAD PR
• Januari 2021, Eiger
mengirim surat
keberatan kepada
seorang YouTuber
Duniadian, atas konten
video review produknya
• Eiger
mempermasalahkan
kualitas video,
kemudian meminta agar
video dihapus atau
diperbaiki
• Hal tersebut diunggah
dan ditanggapi oleh
duniadian
• Hal ini menimbulkan
komentar negatif dari
banyak pihak terhadap
sikap Eiger
• Akhirnya Eiger meminta
YAYASAN AKSI CEPAT TANGGAP (ACT) DIDUGA
SELEWENGKAN DANA DONASI
• Dugaan penyelewengan
dana sosial kepada ahli
waris korban kecelakaan
pesawat Lion Air JT-610
yang terjadi pada 2018
yang dilakukan oleh
pengurus Yayasan Aksi
Cepat Tanggap (ACT)
• Total ada Rp 107,3 miliar
dana dari Boeing yang
diduga disalahgunakan
• Empat orang sudah
dijadikan tersangka
• 7 juli 2022, seluruh kantor
ACT ditutup menyusul
pencabutan izin
 PERAN PR
Lalu di mana
peran PR
dalam
Situasi
Krisis?
CRISIS MANAGEMENT
Pertemuan 2: Manajemen Krisis

Fasya Syifa Mutma

2022
 CRISIS MANAGEMENT
Crisis management represents a set of factors designed to
combat crises and to lessen the actual damage inflicted. Put
another way, it seeks to prevent or lessen the negative
outcomes of a crisis and thereby protect the organization,
stakeholders, and industry from harm. Crisis management
comprises a set of four interrelated factors: prevention,
preparation, response, and revision
 CRISIS MANAGEMENT
• Crisis management is the art
of handling sudden and
unexpected events which
disturb the employees,
organization, as well as
external consumers
• Crisis management is the
approach of anticipating
crises at the corporate level
and planning how to deal
with them effectively to
prevent any threat to an
organization
 CRISIS PHASE
Crisis management can be divided into three phases:
• Signal
Pre- detection
• Prevention
crisis • Crisis
preparation

• Crisis
Crisis recognition

event • Crisis
containment

Post- • Evaluation,
learning
crisis
 PRE-CRISIS PHASE
• Prevention involves seeking to reduce known risks
that could lead to a crisis. This is part of an
organization’s risk management program
• Preparation involves creating the crisis management
plan, selecting and training the crisis management
team, and conducting exercises to test the crisis
management plan and crisis management team
 THE PURPOSE
• Organizations are better able to handle
crises when they:
① Have a crisis management plan
that is updated regularly;
② Have a designated crisis
management team;
③ Conduct exercises to test the
plans and teams regularly;
④ Have a Pre-draft some crisis
messages
• The planning and preparation allow
crisis teams to react faster and to make
more effective decisions
 CRISIS MANAGEMENT PLAN
• A crisis management plan
is a documented draft of
a process to follow for an
organization to counter a
crisis effectively
• Crisis management
planning focuses mainly
on building
infrastructures that help
the company reverse
potential risks and how
to respond to crises
should they arise
 BUILDING A CRISIS MANAGEMENT PLAN
Identify your crisis leadership team
• Choose a team of leaders to cooperate with during the crisis planning process
Assess risk
• Have a deliberate session to evaluate various risks your company may face
Determine the business impact
• Once you’ve spotted the high-probability risks that could affect your company, figure
out the business impact of these risks with the help of your crisis leadership team
Plan the response
• Take each risk you’ve spotted and decide what actions your team would need to take to
counter the threat if it happens
Solidify the plan
• Solidify your plan. Coordinate with key stakeholders so that everyone knows what to do
and when.
Review and revise
• Once your crisis plan is accomplished, check the final product to secure there are no
gaps. Reassess your crisis management plan and revise it at least once a year because
possible risks can vary with time
 CRISIS MANAGEMENT TEAM
• Barton (2001) identifies the common members of the crisis
team as public relations, legal, security, operations,
finance, and human resources. However, the composition
will vary based on the nature of the crisis
• The team members should know what tasks and
responsibilities they have during a crisis. (Barton 2001,
Coombs 2007a, and Fearn-Banks 2001)
 SPOKESPERSONS
• The potential spokespersons should be
identified and trained in advance. Don’t wait
“under fire.” situation
• Matching potential spokespersons’ skills with
their assignments as a Crisis Team is critical
• Spokepersons must be able of speaking on-
camera, at a public meeting, at employee
meetings, etc
• A key component of crisis team training is
spokesperson training. Organizational
members must be prepared to talk to the news
media during a crisis (Lerbinger 1997), Feran-
Banks 2001, and Coombs 2007a)
• Fact: 1. Some chief executives are great
organizational leaders but not so effective in-
person communicators. 2. Social media is a
very easy place to make a mistake
 CRISIS EVENT PHASE
• This stage begins with a trigger event that
marks the beginning of the crisis
• This phase has two substages: (1) crisis
recognition and (2) crisis containment
• Communication with stakeholders is a
critical facet of this phase
• Crisis recognition: people in an organization
must realize that a crisis exists and respond
to the event as a crisis. Crisis recognition
includes an understanding of how events get
labeled and accepted as crises—how to sell a
crisis to management—and the means for
collecting crisis-related information
• Crisis containment: focuses on the
organization’s crisis response, including the
importance and content of the initial
response, communication’s relationship to
reputational management, contingency plans,
and follow-up concerns
 MONITORING SYSTEM
• Knowing what’s being said about you on social media, in
traditional media, by your employees, customers, and other
stakeholders often allows you to catch a negative “trend”
that, if unchecked, turns into a crisis
• Likewise, monitoring feedback from all stakeholders during a
crisis situation allows you to accurately adapt your strategy
and tactics
 HOLDING STATEMENTS
• “We have implemented our
crisis response plan, which
places the highest priority on
the health and safety of our
guests and staff.”
• “Our thoughts are with those
who were in harm’s way, and
we hope that they are well.”
• “We will be supplying
additional information when it
is available and posting it on
our website.”
 POST-CRISIS PHASE
• Postcrisis addresses evaluating crisis management, learning from the
crisis, and other actions, such as follow-up communication with
stakeholders and continued monitoring of issues related to the crisis
• The question must be asked, “What did we learn from this?”
• A formal analysis of what was done right, what was done wrong, what
could be done better next time and how to improve various elements
of crisis preparedness is another must-do activity for any Crisis
Management Team
 THE CORE
• The pre-crisis phase is
concerned with prevention
and preparation
• The crisis response phase is
when management must
actually respond to a crisis
• The post-crisis phase looks
for ways to better prepare
for the next crisis and fulfills
commitments made during
the crisis phase including
follow-up information
STRATEGIC PRINCIPLES FOR CRISIS MANAGEMENT
Existing Relationship
• Berkomunikasi dengan semua pihak, keep everyone informed
Media as-Ally
• Bersekutu (berkawan) dengan media agar media bisa membantu menyebarkan
informasi terkait situasi/ perkembangan krisis
Reputational Priorities
• Prioritas utama setelah keamanan organisasi adalah reputasi. Manfaatkan krisis
untuk meningkatkan reputasi dengan melakukan tanggung jawab sosial terhadap
publik
Quick Responses
• Pastikan untuk bisa secara cepat diakses oleh publik, seperti masyarakat dan
media
Full Disclosure
• Sampaikan informasi terkait krisis, sampaikan fakta sebenarnya dan akui
kesalahan/tunjukan simpati
One Voice
• Pesan yang disampaikan harus sama dan konsisten
 COMMUNICATION!
• “Research shows that organisations with ongoing two-way
communications often avoid crises or endure crises of shorter
duration or of a lesser magnitude. Research also shows that
companies with a crisis management plan come out of a crisis with
a more positive image than those organisations without such a
plan” (Schoenmaker, 2016)
 KAITAN ANTARA MANAJEMEN KRISIS
DAN KOMUNIKASI
• Crisis Management is a process of strategic planning for a crisis or negative
turning point, a process that removes some of the risk and uncertainty
from the negative occurance and thereby allows the organisation to be in
greater control if its own destiny
➢ Manajemen Krisis adalah proses perencanaan strategis untuk krisis
atau titik balik negatif, suatu proses untuk menghilangkan sejumlah
risiko dan ketidakpastian dari peristiwa negatif sehingga
memungkinkan organisasi untuk memiliki kontrol lebih besar untuk
mengendalikan ‘nasibnya’
• Effective crisis management includes communication that can not only
alleviate or eliminate the crises but that can sometimes bring the
organisation to a more positive reputation than before the crisis
➢ Manajemen krisis yang efektif meliputi komunikasi yang tidak hanya
dapat meredakan atau menghilangkan krisis, terkadang dapat
membawa organisasi ke reputasi yang lebih positif daripada sebelum
krisis
WHY STARBUCKS FAILED IN AUSTRALIA?
 TUGAS INDIVIDU
• Pilihlah satu dari dua krisis yang menimpa perusahaan berikut:
– Kegagalan Starbucks di Australia
– Kegagalan 7-Eleven di Indonesia
• Buatlah video berdurasi maksimal 2-4 menit
• Konten video meliputi:
– Deskripsi kasus secara singkat (gunakan data-data valid). Berilah
kesimpulan menurut Anda mengapa masalah tersebut bisa terjadi
– Apa upaya perusahaan untuk mengatasi masalah tsb. Berilah opini
Anda terkait upaya yang dilakukan
– Bagaimana perkembangan kasus dan brand-nya saat ini. Berikan opini
terkait apa yang dapat dipelajari dari kasus
• Video utamanya menampilkan diri Anda sedang menjelaskan, namun
boleh ditambah footage lain dengan menuliskan sumber
• Diperbolehkan diedit, ditambahkan tulisan, dll
• Komponen penilaian utamanya pada kualitas pesan dan penyampaian,
untuk kreatifitas editing menjadi komponen pendukung
• Video dikumpulkan di One Drive kelas maksimal H-1 kelas minggu
selanjutnya pukul 23.59 WIB
CRISIS MANAGEMENT
Pertemuan 3: Reputation

Fasya Syifa Mutma

2022
APA ITU REPUTASI?
 REPUTATION

“It takes 20 years to build a reputation and five

minutes to ruin it. If you think about that, you’ll
do things differently” – Warren Buffett
 DEFINISI REPUTASI
• “Overall quality or character as seen or judged by others” -
Kualitas atau karakter keseluruhan yang dilihat atau dinilai
oleh orang lain
• “Fame, celebrity” - Ketenaran, selebriti
• “Recognition by other people of some characteristics or
ability” - Pengakuan oleh orang lain tentang beberapa
karakteristik atau kemampuan
 MENDEFINISIKAN REPUTASI
• Reputasi adalah sesuatu yang
harus dilindungi
• Reputasi adalah aset strategis
jangka panjang yang berharga
yang harus dipikirkan organisasi
secara proaktif
• Baik individu ataupun organisasi,
reputation is not something that
you own, it is something that is
assigned to you by others
• Perusahaan bisa memiliki
reputasi yang berbeda di antara
kelompok yang berbeda
 MENDEFINISIKAN REPUTASI
• Perusahaan secara aktif
memproyeksikan brand adalah
janji dan aspirasi bagi konsumen
agar tertarik membelinya
• Reputasi tidak secara aktif
diproyeksikan, tapi diperoleh
• Reputasi adalah penerimaan dan
legitimasi khalayak luas
• Perusahaan dapat memiliki brand
yang kuat, namun reputasi lemah
• Brand, tujuan, nilai, dan hal lain
yang dikendalikan organisasi
dapat berdampak pada reputasi
 REPUTATION FRAMEWORK
• BB
 DEFINING REPUTATION
• A good reputation
comes from living your
values, delivering for
customers, making
good decisions,
meeting and exceeding
performance
standards, and
demonstrating good
behaviours... across
the organization. It is
showing, not telling
 ILLUSTRATION
• To illustrate this, think about two airlines: one a global flag carrier, the other
a low-cost regional or domestic airline. The two companies pursue very
different strategies and have different brand promises: one based on quality
and service, the other on convenience and price. One’s advertising slogan is
‘home comfort in the sky’; the other’s is ‘low-cost family flying’. You are
already starting to form an image of these airlines and you may have
expectations of what the customer experience with these airlines might be
like, but this is not yet reputation.
• If you fly with these airlines, you will experience what they do rather than
hear what they say. You will have first-hand knowledge of their people,
performance and customer service and you will judge for yourself whether
they deliver on their promise. When you share your experience, you and
many others like you will be forming the companies’ reputations. Some
people might not fly at all with these airlines, but it is likely that they will
know others who have done so. Or they might read about, see or hear
these airlines in the news, making announcements or contributing to a
policy debate. All of this is, over time, forming two collectively held
reputations of two different companies.
• Let’s say that, based on performance and perceptions, one of these airlines
enjoys a good reputation and the other a terrible one. These different repu-
tations will be very important if either, or both, of them faces a serious
issue or crisis.
REPUTATION PERFORMANCES
INDICATORS

Sumber: https://thereputationalgorithm.com/topics/corporate-reputations/
 4 PILARS OF REPUTATION STRATEGY
Maintain
• Being good at the day job – delivering on your corporate and brand promises –
helps to maintain and enhance your reputation
Enhance
• Reputation can, to an extent, be enhanced by specific initiatives, decisions,
changes and announcements as well as excellent performance in the delivery of
the organization’s objectives
Protect
• Protecting reputation is about making sure that your organization is as resilient as
possible
Utilize
• A good reputation should be utilised for the achievement of strategic goals
 REPUTATION AND CRISIS
• A reputation is built through the
direct and indirect experiences
stakeholders have with the
organization (Coombs, 2019)
• Positive interactions and information
about the organization build favorable
reputations while unpleasant
interactions and negative information
lead to unfavorable reputations
(Coombs, 2019)
• A crisis poses a threat to reputational
assets. As greater emphasis is placed
on reputation, a corresponding
emphasis must be placed on crisis
management as a means of
protecting reputational assets
(Coombs, 2019)
CATEGORIZATION OF REPUTATION RISKS &
POTENTIAL CRISES
Incident
External:
Cyber attacks, health scares,
terrorism, piracy, national disasters,
political revolution
Internal:
Industrial accidents, transport
accidents, system failures
Issue
External:
Policy issues, investigations,
religious/cultural/political
controversies, societal outrage
Internal:
Fraud/malpractice, corporate
governance failure, poor
practice/behavior,
corporate/strategic failure
 CRISIS MANAGEMENT
Pertemuan 4: Categorization of Reputation Risks and
Potential Crises

Fasya Syifa Mutma

2022
 CATEGORIZATION OF
REPUTATION RISKS & POTENTIAL CRISES

Issue Incident
External:
External:
Policy issues, Investigations,
Cyber attacks, Health scares,
Religious/cultural/political
Terrorism, Piracy, National
controversies, Societal
disasters, political revolution
outrage

Internal:
Fraud/malpractice, Internal:
Corporate governance industrial accidents,
failure, Poor transport accidents, system
Practice/behavior, failures
Corporate/Strategic failure

Andrew Griffin, Crisis, Issues and Reputation Management. P.35

 INSIDEN VS ISU
• Menurut griffin, incident termasuk dalam kategori sudden
crisis
• Sedangkan issue masuk kategori smouldering crisis (Griffin,
2014, p. 33)

• Muncul tanpa peringatan. Contoh: kecelakaan industri, terorisme, kekerasan di tempat kerja, dan tindakan
Sudden Tuhan adalah contoh situasi sudden crisis (Miller, 2019)
Crisis • Hanya sedikit waktu untuk mempersiapkan kejadian ini dan lebih mungkin untuk menghasilkan simpati
publik (Miller, 2019)

• Umumnya muncul dari waktu ke waktu dan menghadirkan masalah yang tidak diketahui secara umum yang
dapat menghasilkan sentimen negatif (Miller, 2019)
Smoldering • Contoh: termasuk masalah bisnis seperti temuan audit, penggunaan narkoba oleh karyawan, salah urus
Crisis dewan, atau potensi pelanggaran peraturan (Miller, 2019)
• Smoldering crisis dapat dengan cepat berkembang menjadi sudden crisis jika tidak ditangani dengan baik
dan sudah menjadi konsumsi publik (Miller, 2019)
 ISU EKSTERNAL
• Berkaitan dengan kebijakan
atau kondisi politik, sosial
dan ekonomi. Biasanya tidak
spesifik untuk satu organisasi,
melainkan mempengaruhi
satu sektor atau sektor yang
lebih luas lagi
• Contohnya meliputi: isu
sosial/politik seperti obesitas
dan climate change, masalah
risiko seperti kekhawatiran
tentang tanaman rekayasa
genetika
 ISU INTERNAL
• Mencakup semua masalah yang berkaitan dengan kinerja
perusahaan. Dapat mencakup: perilaku yang tidak pantas,
kegagalan produk, masalah rantai pasokan, kehilangan
pekerjaan, kinerja keuangan yang buruk, dll
• Contohnya meliputi: malpraktik, masalah atau penarikan
produk, dan anggapan kegagalan perusahaan atau tata kelola
 INSIDEN EKSTERNAL
• Kategori ini mencakup insiden
mendadak dan seringkali sangat
akut/ekstrim yang bukan
merupakan kesalahan, atau tidak
dalam kendali, organisasi atau
organisasi yang terkena dampak
• Membutuhkan tanggapan segera
untuk melindungi orang,
lingkungan, dan reputasi
organisasi
• Insiden ini termasuk serangan
teroris, pembajakan dan sabotase,
ketakutan kesehatan mendadak,
revolusi politik dan kerusuhan,
dan peristiwa alam/cuaca
 INSIDEN INTERNAL
• Risiko ini adalah insiden yang, atau dianggap, dalam
kendali langsung organisasi. Insiden ini juga sering kali
melibatkan hilangnya nyawa dan/atau dampak
lingkungan
• Contohnya meliputi: bencana transportasi, kereta
tergelincir atau insiden pengiriman, dan kegagalan
infrastruktur
 KATEGORISASI
RISIKO REPUTASI
DAN POTENSI
KRISIS