CHAPTER 1 • EXTERNAL COMMUNICATION PROGRAMS- plans

for communicating with the public& key; creation

of a special website or telephone to answer.
EMERGENGY (LATIN “EMERGENTIA” means dipping or • RESOURCES- pertains to everything the crisis
plunging) management team might needed; covers
• Any situation calls for an immediate action INFORMATION REOURCES- stakeholder
• Unforeseen combination of circumstances or agreements, including union contacts and
state procedure.
CRISIS/CRISES- (GREEK “KRISIS”- means decide) • TRAINING- aims to enhance specific agencies task
• Turning point in the progression of an affair/event for crisis response; individuals must be prepared
to be part of integrated, inter-agency operations.
• It can involve injury, death, loss, property
ELEMENTS OF CRISIS • A REVIEW- updating the plan and analyzing crisis
response; the team should analyze WHAT WELL
• Threat to Organization
and WHAT DID NOT; identify important lesson &
• Element of Surprise
implement.
• Short decision of time
SALVARI VITAS- to save lives
DISASTER- Refers top serious disruption of the functioning
THEORIES OF CRISIS MANAGEMENT
of a
1. ATTRIBUTION THEORY- companies suffer
community or society involving widespread human,
reputation and business harm when public
material,
blames them for a crisis; human nature seek to
economic, or environmental laws which exceeds to ability
explain why events occur; when people blame an
to cope
organization, they direct negative emotions.
using its own resources.
2. SITUATIONAL CRISIS COMMUNICATION
MANAGEMENT- control/handle
THEORY-rooted I attribution theory; states that
CRISIS MANAGEMENT
business tailor crisis communications to the crisis
• Expert handling of crisis or emergency with the
potential hurt the company’s reputation.
aim of
• THE VICTIM CLUSTER- (organization is the victim);
reducing or eliminating danger or damage
weak attributions or crisis responsibility.
• Lessen the surprise element
• THE ACCIDENTAL CLUSTER- (organization
ACCEPTABLE RISK- conscious decision of whether the
unintentionally caused the crisis); minimal
remaining risk
attributions of crisis responsibility.
is acceptable to achieve specific goal
• THE INTENTIONAL CLUSTER- (the organization
RISK- Potential event or activity that would cause or can
intentionally acted wrong); very strong
cause detrimental activity effect/damage
attributions of crisis responsibility.
RISK MANAGEMENT- Identifying, assessing, and mitigating
3. DIFFUSION OF INNOVATION THEORY (by
any
EVERETT ROGERS)- sharing of information during
activity/events that could harm.
emergency situation; how innovations are
PRIMARY ESSENTIAL ELEMENTS OF CRISIS MANAGEMENT
communicated within organizations. DIFFUSION-
• INCIDENT MANAGEMENT- act of containing the
process which innovation communicated through
situation within a
certain channels. COMMUNICATION- process
certain level mostly through law enforcement
which participants create and share information.
intervention.
DIMENTIONS THAT MAKE UP DIFFUSION OF
• CONSEQUENCE MANAGEMENT- focuses on the
INNOVATION
adverse effects that
• INNOVATION- ideas, thing, procedure, or system
may be brought by an incident; non law
that is new or perceived to be new
enforcement elements
• COMMUNICATION CHANNELS- process by
EFFECTIVE ESSENTIAL ELEMENTS OF CRISIS MANAGEMENT
people share information about an innovation
• RISK ANALYSIS- study of potential crisis that
and includes adoption of an individual or
might arise; evaluation of
organization.
a recognized dangerous condition.
• TIME- refers to 3 components, the INNOVATION
• AN ACTICATION PROTOCOL- serves as the trigger
DECISION PROCESS, ADOPTER CATEGORIES, and
or crisis management
RATE OF ADOPTION.
plan; define the circumstances that activate a
a. INNOVATION DECISION PROCESS- the
particular crisis. Explains
timeframe; an individual or organization
how to escalate that response,
becomes aware of innovation
• A CHAIN OF COMMAND- (COMMAND CHANNEL)
b. ADOPTER CATEGORIES- level of inclination
succession of leadership from superior to
c. RATE OF ADOPTION-innovation is adopted
subordinate; covers a crisis management related
in social system
organization chart.
• SOCIAL SYSTEMS- includes individual, groups,
• A COMMAND CENTER PLAN- location or place
organizations or subsystem that all share
that will serve as the base of operations for the
common goal
team; deals supplies and utilities. COMMAND
4. UNEQUAL HUMAN CAPITAL THEORY- inequality
POST- unit or subunit’s headquarters where
of employees leads to crisis at workplace; failure
commander and staffs performed; principal
to consider all aspects (ex. Discrimination of
facility.
individuals)
• RESPONSE ACTION PLANS- detailed planning how
5. CHAOS THEORY AND THE BUTTERFLY EFFECT
the organization will respond; includes assigning
THEORY- CHAOS THEORY- comes from
responsibility.
MATHEMATICS; some systems are so complex
• INTERNAL COMMUNICATION PROGRAMS-
CONCEPT OF BUTTERFLY EFFECT-small events
system and back up methods for members to
may generate large consequences; suggest the
communicate each other; includes the creation of
crisis mangers to prepare to respond small and
ways tom disseminate urgent information.
low probability events.
6. IMAGE RESTORATION OR REPAIR THEORY-
IMAGE REPAIR THEORY known as IMAGE
RESTORATION THEORY shares focus on
rebuilding an organization. WILLIAMM BENOIT
introduced Image repair theory focusing on the
messages a company should communicate during
crisis.
5 CATEGORIES OF IMAGE REPAR STRATEGIES
OFFERED BY WILLIAM BENOIT
• DENIAL- individual can deny the event or the fact
that they are guilty for it
• EVADING RESPONSIBILITY- next viable option
• REDUCING PERCEIVED OFFENSIVENESS- attempt
to reduce the DEGREE OF ILL FEELING
EXPERIENCED BU THE AUDINCE through 6
methods
a. BOLSTERING- attempt to increase positive
sentiments
b. MINIMIZATION- attempts to convince the
audience
c. DIFFERENTIATION- aims to achieve similar
effect within the audience
d. TRANSCENDENCE- attempts to reduce
offensiveness
e. ATTACKING ONE’S ACCUSER- the accused
individual will allege
f. COMPENSATION- the accused individual
offers some type of reimbursement
• CORRECTIVE ACTION- promising to fix the
problem; can take 1-2 forms; individual can work
to return things to the way they were before the
incident; individual make assurances of
adjustments
• MORTIFICATION- most direct of the
aforementioned strategies; admits responsibility
for the actions and seeks forgiveness.
7. STRUCTIONAL FUNCTIONAL THEORY-
STRUCTIONAL FUNCTIONALISM comes from
sociology and looks at society; explains how
organizational communication relies on
structure.
CRISIS MANAGEMENT MODEL- conceptual framework
for all aspects
1. THREE STAGE MODEL- has macro-level generality
for constructing the comprehensive framework
• PRE-CRISIS- involves signal detection, prevention
and crisis preparation
• CRISIS- begins with the crisis trigger event; ends
when the crisis is considered to be resolved. Has
2 substages CRISIS RECOGNITION and CRISIS
CONTAINMENTS
• POST CRISIS- crisis dissolved and deemed to be
over
2. FINK’S FOUR PHASES MODEL OF CRISIS
STEVEN FINK 1986 book (CRISIS MANAGEMENT:
PLANNING FOR THE INEVITABLE LAID OUT OF
FOUR-STAGE CRISIS MODEL) examine a crisis as
extended event with sufficient warning signs.
• PRODROMAL STAGE- covers the period between
first sign and crisis eruption.
• ACUTE STAGE- trigger unleashes the crisis event.
• CHRONIC STAGE- encompasses the lasting effects
• RESOLUTION STAGE- the end of the crisis and a
time for internalizing
3. MITROFF’S FIVE-STAGE CRISIS MANAGEMENT
MODEL 1994
• CRISIS SIGNAL DETECTION- seek to identify
warning signs
• PROBING AND PREVENTION- active search and
reduction
• CONTAINMENT- action taken to limit its spread
• RECOVERY- effort to return to normal operations
• LEARNING- review of the crisis management.
COMPARISON OF STAGE APPROACHES TO
CRISIS MANAGEMENT
FINK MITROFF THREE-
STAGE
PRODROMAL -SIGNAL PRECRISIS
DETECTION
-PROBITINGA
ND
PREVENTION
-CRISIS -DAMAGE CRISIS
BREAKOUT CONTAINMENT
-CHRONIC -RECOVERY
RESOLUTION LEARNING POSTCRISIS
8 PRINCIPLE OF PROPER CRISIS MANAGEMENT according
to NATIONAL CRISIS MANAGEMENT CORE MANUAL (NSC)
1. WHOLE-OF-NATION APPROACH- communication
and engagement of all stakeholders; represents
Filipino values of Bayanihan.
2. STREGHTHEND INTER-AGENCY COLLABORATION
agency/departments must collaborate with
others in detecting & simultaneously addressing
all aspects
3. EFFIECIENT SITUATION AWARENESS- SITUATION
AWARENESS detects threats & crise; analyze root
causes and conveys warnings
4. TIERED RESPONSE TO INCIDENTS- crises started
and end locally; unified response from local
government units
5. ADAPTABLE OPERATIONAL CAPABILITIES- crisis
management response should adapt to meet
requirements; all levels of crisis management
organizations should be organized with
capabilities’ overall crisis management should be
flexible
6. UNITY OF EFFORT THROUGH UNITY OF
COMMAND- effective unified command is
indispensable’ requires clear understanding of
the roles and responsibilities.
7. READINESS TO ACT- the willingness of an
individual to do something; readily taking
command; encourage among local communities.
8. INTENSIFIED PUBLIC INFORMATION CAMPAIGN-
effective public information campaign is a key to
effective crisis management.