Activity 1: Part 1:

I don’t work in any sports organization, but I’ve tried my best to imagine the case of COVID-19 as a crisis.
In the beginning for sure the crisis was unexpected, and sports organization were uncertain about it. But
with time, there must have been planning and crisis management controls taken into consideration.

1. What kind of internal messaging did the organization use to respond to the incident?

During the COVID-19 crisis, football teams would have needed to communicate effectively with
their internal stakeholders, such as athletes, coaches, and staff members. The internal
messaging would have been critical to ensuring that everyone involved in the organization was
informed and prepared to respond to the crisis.

They must have set the below internally.

1. Safety protocols: Teams would have communicated information about safety protocols that
needed to be followed to protect the health and safety of athletes and staff members. This
would have included information about social distancing, mask-wearing, and hand hygiene.
2. Changes in operations: Teams would have communicated any changes to their operations,
such as changes to practice schedules or game cancellations, as a result of the COVID-19 crisis.
This would have allowed athletes and staff members to adjust their schedules accordingly.
3. Health and wellness resources: Teams would have communicated information about
resources available to athletes and staff members to support their mental and physical health
during the crisis. This could have included information about mental health services, nutrition
and fitness resources, and access to medical care.
4. Transparency: Teams would have communicated transparently about any positive cases of
COVID-19 among athletes or staff members. This would have helped to maintain trust among
stakeholders and demonstrate the organization's commitment to addressing the crisis.
5. Continual updates: Teams would have provided continual updates to internal stakeholders as
the situation evolved. This would have helped to keep everyone informed and prepared to
respond to any changes in the situation.

Overall, effective internal messaging during the COVID-19 crisis would have been critical to
ensuring the health and safety of athletes and staff members, maintaining trust among
stakeholders, and enabling the organization to respond quickly and effectively to the crisis.

2. What kind of external messaging did the organization use to respond to the incident?
Sports organizations faced a unique challenge in responding to the COVID-19 crisis. As the
pandemic spread around the world, sports organizations were forced to make rapid adjustments
to their operations, with safety protocols being implemented to protect the health and safety of
athletes, staff members, and fans. In order to respond effectively to the crisis, sports
organizations used a variety of external messaging strategies to communicate with their
external stakeholders, including fans, media, and sponsors.

One of the key messages that sports organizations communicated externally was information
about safety protocols.
This included information about social distancing, mask-wearing, and hand hygiene, and was
communicated through various channels, such as social media, press releases, and email
newsletters. Sports organizations recognized the importance of communicating these safety
protocols to their stakeholders in order to ensure that everyone was aware of the measures
being taken to protect their health and safety.

In addition to safety protocols, sports organizations also communicated information about

changes to their operations. This included changes to game schedules, the implementation of
new safety measures, and the cancellation of events. These changes were communicated
through various channels, such as social media, press releases, and email newsletters. Sports
organizations recognized that it was important to keep their stakeholders informed about any
changes to their operations in order to manage expectations and prevent confusion.

Sports organizations also communicated information about their community support efforts.
Many sports organizations recognized that they had a role to play in supporting their local
communities during the crisis and communicated information about their efforts to support
COVID-19 relief efforts. This included donations to local charities or other organizations
supporting COVID-19 relief efforts, and was communicated through various channels, such as
social media, press releases, and email newsletters. By communicating their community support
efforts, sports organizations were able to demonstrate their commitment to their local
communities and build goodwill among their stakeholders.

Another key message that sports organizations communicated externally was health and
wellness information. Sports organizations recognized that the pandemic had significant impacts
on mental and physical health and communicated information about resources available to the
public to support their mental and physical health during the crisis. This included information
about mental health services, nutrition and fitness resources, and access to medical care, and
was communicated through various channels, such as social media, press releases, and email
newsletters. By communicating this information, sports organizations were able to position
themselves as sources of support and information for their stakeholders.
 Finally, sports organizations communicated transparently about any positive cases of COVID-19
among athletes or staff members, and about their response to those cases. This helped to
maintain trust among external stakeholders and demonstrate the organization's commitment to
addressing the crisis. This information was communicated through various channels, such as
social media, press releases, and email newsletters. By communicating transparently about
positive cases and their response to those cases, sports organizations were able to manage any
potential reputational damage and maintain the trust of their stakeholders.

In order to communicate these messages effectively, sports organizations used a variety of

communication channels, including social media, press releases, and email newsletters. Many
organizations also used video messages from athletes and staff members to communicate their
messaging directly to their stakeholders. By using a variety of channels, sports organizations
were able to reach a wide range of stakeholders and ensure that their messaging was heard.

Overall, effective external messaging was critical to managing the reputation of sports
organizations during the COVID-19 crisis. By communicating information about safety protocols,
changes to operations, community support efforts, health and wellness information, and
transparently addressing positive cases of COVID-19, sports organizations were able to build
trust with their stakeholders and demonstrate their commitment to protecting the health and
safety of athletes, staff members, and fans.

3. What image repair strategies, if any, did the organization use?

The COVID-19 crisis had a significant impact on sports organizations worldwide. These
organizations were faced with unprecedented challenges, including the cancellation of major
events, the closure of facilities, and the need to protect the health and safety of athletes, staff
members, and the wider community. In response to the crisis, sports organizations
implemented a range of image repair strategies to address any negative impact that the crisis
may have had on their reputation.

One of the key image repair strategies used by sports organizations during the COVID-19 crisis
was acknowledgment of the situation. By recognizing the gravity of the situation and the need
to take proactive measures to protect the health and safety of their stakeholders, sports
organizations demonstrated their commitment to being responsible and accountable in their
response to the crisis. This acknowledgment helped to reassure stakeholders that the
organizations were taking the situation seriously and were taking steps to manage the crisis
effectively.
Transparency and openness were also important image repair strategies used by sports
organizations during the crisis. By being transparent about their response to the COVID-19 crisis,
including their decision-making processes and the rationale behind their actions, sports
organizations were able to build trust with their stakeholders. This openness helped to
demonstrate their willingness to be open and honest about the challenges they were facing and
their commitment to working collaboratively with their stakeholders to manage the crisis
effectively.

Empathy and concern were also key image repair strategies used by sports organizations during
the COVID-19 crisis. By demonstrating empathy and concern for those affected by the crisis,
including athletes, staff members, and the wider community, sports organizations were able to
build stronger relationships with their stakeholders. This included providing resources and
support to those who were impacted by the crisis and expressing genuine concern for their well-
being. This helped to build a sense of community and solidarity among stakeholders, which was
essential in managing the crisis effectively.

Another important image repair strategy used by sports organizations during the COVID-19 crisis
was adaptability and flexibility. By being willing to make changes to their operations as needed
to protect the health and safety of their stakeholders, sports organizations demonstrated their
adaptability and flexibility in response to the crisis. This helped to build confidence in their
ability to manage the crisis effectively and demonstrated their commitment to being responsive
to changing circumstances.

Positive messaging was also a critical image repair strategy used by sports organizations during
the COVID-19 crisis. By using positive messaging to promote a sense of hope and optimism
during the crisis, sports organizations were able to counteract the negative impact of the crisis
on their reputation. This included highlighting the resilience of athletes and the wider
community, emphasizing the importance of working together to overcome the challenges of the
crisis, and celebrating the achievements and successes of athletes despite the difficult
circumstances. This positive messaging helped to build a sense of optimism and positivity among
stakeholders, which was essential in managing the crisis effectively.

In conclusion, the COVID-19 crisis presented sports organizations with significant challenges that
required a coordinated and strategic response. By implementing a range of image repair
strategies, including acknowledgment of the situation, transparency and openness, empathy
and concern, adaptability and flexibility, and positive messaging, sports organizations were able
to mitigate the negative impact of the crisis on their reputation. These strategies were essential
 in helping sports organizations navigate the challenges of the crisis and emerge stronger and
more resilient on the other side.

4. How did the incident affect the organization’s reputation?

The COVID-19 pandemic had a significant impact on the world of sports, and the sports
organizations that were affected had to navigate a challenging landscape to protect their
reputation. The pandemic led to the cancellation or postponement of numerous sporting
events, which resulted in significant financial losses for the organizations involved. In addition to
the financial impact, the pandemic also posted significant reputational risks for these
organizations.

The cancellation of major sports events such as the Olympics, European Championship, and
other sports leagues across the world was unprecedented. The pandemic led to a rapid
shutdown of sports organizations, and many of them were unprepared to deal with the fallout.
Sports organizations had to quickly adapt to the changing circumstances and develop strategies
to protect their reputation.

One of the strategies that sports organizations used to repair their image was to communicate
transparently and frequently with their stakeholders. Organizations that were transparent and
kept their stakeholders informed about their plans and actions during the pandemic were
perceived as more trustworthy and responsible. For example, some organizations used social
media to share updates on the status of events, refunds, and safety protocols.

Another image repair strategy that sports organizations used was to show their commitment to
the health and safety of their athletes, staff, and fans. They developed new safety protocols and
guidelines to protect everyone involved in the events. These protocols were communicated
widely through various channels, including social media, press releases, and direct
communication with stakeholders. The organizations also used prominent athletes and coaches
to communicate the importance of these safety protocols and the need to follow them.

Some sports organizations also used corporate social responsibility (CSR) initiatives to repair
their image during the pandemic. They donated funds to support healthcare workers, charities,
and other organizations that were struggling due to the pandemic. By doing so, these
organizations demonstrated their commitment to the wider community and showed that they
were more than just a profit-seeking entity.
The pandemic also led to changes in the way sports organizations operated, and some of these
changes had a positive impact on their reputation. For example, some organizations introduced
new initiatives such as virtual events, online fan engagement, and remote training sessions for
athletes. These initiatives were well-received by fans and stakeholders and helped to
demonstrate the organization's ability to innovate and adapt to changing circumstances.

Despite the challenges of the pandemic, some sports organizations managed to protect their
reputation and even enhance it. For example, the NBA successfully created a "bubble" in
Orlando to restart its season while keeping players and staff safe. The bubble was highly
effective and received widespread praise for its innovation and success in controlling the spread
of the virus.

On the other hand, some sports organizations did not handle the pandemic well and suffered
significant reputational damage. For example, the organizers of the French Open were criticized
for rescheduling the tournament without proper consultation with other stakeholders. The
decision resulted in numerous players and coaches withdrawing from the tournament, leading
to a significant loss of credibility for the organizers.

In conclusion, the COVID-19 pandemic had a significant impact on the reputation of sports
organizations across the world. The cancellation or postponement of events and the financial
losses that resulted posed significant challenges to these organizations. However, through
effective communication, commitment to health and safety, corporate social responsibility, and
innovation, some organizations.

managed to repair their image and even enhance it. On the other hand, organizations that failed
to respond adequately to the pandemic suffered significant reputational damage. Managing
reputation in times of crisis is critical for sports organizations, and those that can successfully
navigate such situations are likely to emerge stronger in the long term.

Activity 1: Part 2: Summary of the crisis:

One of the most significant crises that sports organizations have faced in recent years is the
COVID-19 pandemic. The pandemic had a significant impact on the world, including sports
organizations. The pandemic forced many sports organizations to cancel or postpone events,
and the resulting economic impact was significant.

Crisis Cluster:
Using Coombs' crisis cluster, the COVID-19 pandemic crisis falls under the victim cluster. The
victim cluster refers to crises that are caused by natural disasters, accidents, or external factors
that are beyond the control of the organization. The COVID-19 pandemic was a global crisis that
affected everyone, including sports organizations.

Enactment of Crisis Communication:

Sports organizations have used various strategies for situational crisis communication during the
COVID19 pandemic. Here are some examples:

Initial statement:

Sports organizations issued initial statements to address the pandemic's impact on their
operations. The statements outlined the organization's position on the situation and its plans to
deal with the crisis. For instance, the International Olympic Committee (IOC) stated that it was
closely monitoring the situation and would work with public health authorities to ensure the
safety of athletes, officials, and spectators. Proactive measures: Sports organizations took
proactive measures to mitigate the impact of the crisis. For example, many sports organizations
canceled or postponed events to prevent the spread of the virus. Some organizations
implemented health and safety protocols, such as mandatory mask-wearing, social distancing,
and regular testing, to ensure the safety of athletes, officials, and spectators.

Proactive measures:

Sports organizations took proactive measures to mitigate the impact of the crisis. For example,
many sports organizations canceled or postponed events to prevent the spread of the virus.
Some organizations implemented health and safety protocols, such as mandatory mask-wearing,
social distancing, and regular testing, to ensure the safety of athletes, officials, and spectators.

Collaboration:

Sports organizations collaborated with other organizations to deal with the crisis. For instance,
the IOC worked with the World Health Organization (WHO) to provide guidance to athletes and
officials on how to prevent the spread of the virus. The collaboration helped to address the crisis
effectively and promote a unified response.

Transparent communication:
 Sports organizations communicated transparently with their stakeholders to keep them
informed about the crisis's impact. The organizations provided regular updates on the situation,
including any changes to the events or health and safety protocols. For instance, the National
Basketball Association (NBA) provided regular updates on its decision to suspend the season and
its plans to resume the season.

Corporate social responsibility:

Sports organizations demonstrated their corporate social responsibility by supporting efforts to

address the crisis. For instance, some organizations donated funds to support COVID-19 relief
efforts. The donations helped to mitigate the impact of the crisis and demonstrated the
organizations' commitment to their stakeholders.

Conclusion:

The COVID-19 pandemic crisis had a significant impact on sports organizations. Using Coombs'
crisis cluster, the crisis falls under the victim cluster. The sports organizations responded to the
crisis by enacting various strategies for situational crisis communication. The strategies included
issuing initial statements, taking proactive measures, collaborating with other organizations,
communicating transparently, and demonstrating corporate social responsibility. The sports
organizations' response to the crisis helped to mitigate the impact of the crisis and maintain
their reputation among their stakeholders.