Team Project

1. Goal: You are know the subject area, the arguments, the concerns, the information, etc.
2. Goal: turn in copies of all documentation (date/page/source/title, etc).
3. Goal: produce an outline—not a paper for the presentation (which includes the documentation indicated above)

1. Identify the various stages of the crisis (may be precrisis, crisis, or postcrisis or any combination of these)

1. Goal: Examine the substages for a deeper understanding of these three overall stages.
2. Goal: Document how these substages have been handled (all the above including PRWeek, Strategist, business magazines, etc)
3. Goal: Identify the type of management team needed to be involved in the crisis.
4. Goal: Specify the knowledge, skills, and traits needed to handle this crisis (do these people exist????)

1. Develop a CMP

1. Goal: Identify the spokesperson (establish qualifications)
2. Goal: Outline the training needed to make these people successful

IV. Focus on the Crisis-Sensing Network

22. Presentation

1. Goal: Divide up the presentation
2. Goal: Provide visuals and interactive moments
3. Goal: Bring this crisis to life for the class.
4. Goal: Turn in outline(s) and all documentation/visuals.

Coombs, 147

1. small group decision making
2. media relations
3. environmental scanning
4. risk assessment
5. crisis communication
6. crisis plan development
7. evaluation methods
8. relationship management

1. Precrisis (three substages) 15

0. signal detection
1. prevention
2. crisis preparation

1. Crisis event (three substages) 16

0. crisis recognition
1. crisis containment
2. business resumption

1. Post crisis (three substages) 135

0. crisis evaluation
1. institutional memory (learning from the crisis)
2. continuing postcrisis actions

1. Overview statements

1. Crisis management is an ongoing process
2. Specific knowledge, skills, and traits needed

1. Ongoing (148) (distinct crisis management unit)

1. 80s more than 50% had CMP—not yet 60%
2. Crisis preparation is not crisis management
3. Daily effort (risk reduction must be implemented)

0. Update the CMP
1. Upgrade or teach new skills to the CMT
2. Reassess crisis portfolio
3. Improve crisis communication system

E. Actual crisis segues back to prevention stage (149)

1. Specific requirements

1. Selection & training in primitive state
2. Crisis team selection reflects key functions:

0. operations.
1. Public relations
2. Legal
3. Security (1983)

1. CMP—is a group-level skill

0. decision making
1. conflict resolution
2. structuring arguments
3. listening skills
4. managing stress

0. low group communication apprehension
1. a cooperative orientation
2. high ambiguity tolerance
3. moderate argumentativeness
4. low verbal aggressiveness

0. stress
1. communication demands
2. conflict that is natural to a team

1. Member of the Crisis Team (151)
2. More advanced training—especially in dealing with the media
3. Specific expertise (environment/production, etc)
4. Core competencies (not look like lying)

0. eye contact with the audience at least 60% of the time
1. few adaptors/eliminate fidgeting
2. minimal verbal disfluencies/eliminate repeated disfluences
3. varied vocal qualities/no monotone
4. use of hand gestures
5. expressive face

1. Selection Criteria (152)

0. screen for traits
1. develop crisis team training procedures
2. assess crisis team performance on a variety of individual and group skills
3. if spokesperson—delivery skills

1. Procedures

1. Contact info on stakeholders (media, obviously, government officials, financial community) (153)

0. Who communicates to which stakeholder and what channel
1. Essential for working on the organization-stakeholder relationship (know the precrisis quality of relationship)
2. Frequent two-way communication (prevent from damaging relationship or maybe strengthening the bond)
3. Communication—word and action (154)
4. Actions

1. delivering on promises

1. Move beyond media relations and into the dominant coalition (group that makes the decisions) (154)
2. PR must demonstrate skills critical to the operation of an organization to be included, for example:

0. role in crisis-sensing network (collects info on problems)
1. stakeholder comm network (trained to resolve problems)

0. important info about stakeholders for decision making
1. vital link to stakeholders for monitoring and building relationships (154)

0. results in a more secure job position
1. results in higher pay

Coombs, 135

1. Work not completed when crisis past and returned to business

1. Must evaluate
2. Still monitor

1. Crisis evaluation

1. Crisis tremendous opportunity for learning

1. How the organization dealt with the crisis

(crisis management performance)

2. Crisis impact (assessment of actual damage)

1. actual damage should be less than anticipated damage if crisis efforts were good

1. Combination of the quality of CMP and teams ability to make it work (either or both could cause failure)
2. Must understand source of failure or success
3. Features affecting crisis (technology or infrastructure)
4. Examine all features of CMP for strengths and weaknesses
5. Steps of Evaluation

1. Data collection (what kind of data?)

--primary sources: incident report sheet, CMT strategy worksheets, stakeholder contact worksheets, info log sheet (What are you looking for?)

--Looking for: info not processed, questions ignores, inappropriate messages sent, feedback will reveal this

--Different evaluations forms for employees, CMT, and stakeholders (might hire an independent consulting firm)

2. Organizing/Analyzing the CMP Data

--danger: too general of an analysis

--Mitroff suggests orgnaizing crisis evaluation data using 4 major crisis variables: crisis type, crisis phases, systems, and stakeholders

--compare crisis performance across crisis types

--Crisis moves through 3 phases with three subphases for each (divide analysis into phases for strengths and weaknesses)

--Systems: technology, human factors (people and machinery), infrastucture (connects CMT to organization), culture (extent oriented toward culture), emotions or beliefs

3. Impact Evaluation (should be protected by CMP)

--What are these damage factors?

*financial

*reputational

*human

*secondary financial

*media frame

*media duration factors

4. Institutional memory

--record and store crisis analysis

--easy to retrieve

--forget pass if not useful for present crisis (blind spots)

5. Postcrisis Actions

Banks Chapter 8

Future of Multicultural Public Relations

1. emergence
2. contextuality
3. openendedness

II. Commission Study (little multicultural)

1. Need recommendations for courses in diversity
2. Need recommendations for courses in multicultural communication

1. True professionalism central consideration is on cultural diversity (includes ethical communication)
2. Learn the interests of those involved
3. New categories of understanding
4. New information
5. Awareness of multiple perspectives