1. Crisis Management in The Social Media Age
Fred Bagg, ABC, APR, Fellow PRSA

2. The Chinese character for crisis is made up of two different ideograms or characters...

3. ...one for danger, and...

4. ...one for opportunity! D

5. Preparation is the MOST important component!

6. Characteristics of Social Media
Two Way Communication (allows for response)
Immediacy
Anyone can do it
Credibility an issue or a question
Multiple Platforms (Facebook, Twitter, LinkedIn, Pinterist, Instagram, etc)

7. Purdue Shooting – Jan. 2014
1st notification appeared to be Twitter post from the University warning system, saying “shots fired” advising students to take cover in place
Follow-up on social media (Twitter, Facebook, student blogs, etc.) from both students and the University
Information on shooting victim located on LinkedIn
Ensuing follow-up provided by both “traditional” media and social media

8. Understanding “Now is Too Late”*
News is entertainment
News is 24/7
With “social media” – News is not restricted to media outlets
*Now is Too Late – is a book by Gerald Baron, APR

9. In the “Now is Too Late” World, Melodrama is the Formula for Communication
Good guys
Accusers: activists, whistleblowers, regulators, disgruntled employees, competitors, etc.
Bad guys
Those accused (you)
The Maiden in distress
Public good: health, safety, financial security, environment
The ONLY Response is Early and Honest!

10. Institute for Crisis Management:
Significant business disruption
Extensive news coverage
Extensive public scrutiny
Adverse affect on normal operations
Exceeds the normal capacity of the organization to respond

11. Think of Crisis as a Wave

12. ...And Crisis Communication as a Second Wave

13. Preparation:
Eliminate or reduce the probability of occurrence, process for informing audiences

14. What to Expect in a Crisis
Surprise
Insufficient information
Escalating flow of events
Loss of control
Increased scrutiny

15. Crisis Response Immediate Open Honest Accurate Clear Message Platform
Focused

16. Crisis Response Plan
Need to have a communication plan INDEPENDENT of the organization’s operational crisis or disaster plan!

17. The Elements of a Crisis Response Plan
Criteria/categories
Crisis team and responsibilities
Basic message points/platform
Contacts and media list
Crisis command post and media center
Guidelines, checklists & forms

18. Common Crisis Categories
catastrophes
casualty accidents
Environmental
class action
consumer action
defects/recall
Discrimination
executive dismissal
Institute for Crisis Management

19. Common Crisis Categories
financial damages
hostile takeover
labor dispute
Mismanagement
sexual harassment
whistle blowing
white collar crime
workplace violence
Institute for Crisis Management

20. Approach to Managing Sudden Crises
1. Have a Crisis Communications Plan that can be implemented immediately
2. Base EVERYTHING you say on factual, confirmed information
3. Notify your management and communications people ASAP
4. Anticipate the news media and public reactions and be ready to respond
5. Coordinate your communications with government agencies

21. Approach to Managing Sudden Crises
6. Line up additional manpower for the first 48 hours
7. Manage the aftermath as effectively as the initial crisis itself
8. Document everything you are doing during the crisis
9. Debrief everyone on how well the crisis was managed

22. Preparing Key Messages: The 5 C’s
Confirmation /Denial
Acknowledge or deny involvement
Compassion
Show compassion for any injured or affected
Containment
Narrowing of focus
Cooperation
Who else is involved or responding
Correction
What are we doing differently, changes made, etc.

23. Guidelines, Checklists, Letters of Agreement & Forms
Disclosure
Media Policy
Advertising (e.g. pull product ads in case of product recall crisis)
Checklists for media, management calls, equipment, media center,
Letters of Agreement for vendors, supplies, additional people, etc
Form statements, media lists, timetables, casualty list, etc.

24. National Incident Command System (NIMS)
Homeland Security Presidential Directive 5 requires all Federal Departments and agencies to make adoption of NIMS by State, tribal and local organizations a condition for any Federal Preparedness assistance (through grants, contracts, etc.)
Local governmental entities and other larger organizations (Such as hospitals) have adopted NIMS
Once a crisis escapes the organization and any governmental agency or other NIMS trained organizations becomes involved, they will operate under NIMS and the National Response Framework at the lowest jurisdictional level possible

25. National Incident Command System (NIMS)
Once multiple organizations become involved, an Incident Command Post will be set up and the primary agency will take the lead – with other organizations contributing to information gathering and release development – but the lead agency will become the SINGLE source of released information as the crisis escalates and as long as an Incident Command post is deemed necessary.
Non profits may have a role in the Incident command post in information gathering and passing on information for release externally, but this does not relieve the agency from communicating to its internal constituents while participating in the NIMS process

26. More information on NIMS
NIMS may only apply to disaster based crises – not many business types of crises.
Some organizations may have internal NIMS type of incident command programs like hospitals HEICS (Hospital Emergency Incident Command system.)

27. The Steps to Crisis Response
Before
During
After
1. Call for Help
2. Bend over, grab
your knees and ...
3. Pray...

28. Before - Assess the vulnerabilities Develop Scenarios
Have a plan & prepare management

29. Assess the Vulnerabilities
Develop a list based on categories
E.g. Category: Natural disaster:
Flood
Tornado
Earthquake
Etc.
Sort by Likelihood and Urgency
Develop scenarios (What if’s)

30. Assess the Vulnerabilities
Establish priorities based on combination of Likelihood, urgency as well as level of impact on the organization
One book urges a 5 point system for each characteristic, applied to likelihood, urgency, and impact

31. Assess the Vulnerabilities

32. Preparing Management Attitude of openness
Honest, verifiable or confirming, not necessarily “tell everything”
Get “buy in” for social media use
Identified and trained spokespersons
Pre-approved statements, processes, policies

33. During Participate in NIMS as needed
Centralize the information flow (script)
Inform affected publics in the most effective and quickest form (3rd party notification systems like Purdue’s – Changed from “opt in” to “opt out” after Purdue shooting)
Respond to media openly, quickly & informatively
Treat all media fairly
Keep everyone informed as the crisis evolves
Monitor Media (Internet, TV, print or other “instant” or social media)

34. The Journaling Approach
1st 4 – 6 hours while NIC is being set up, folks called in, etc.
Chemical Spill in the ICU
1st statement prepared –
Subsequent statements in 15 minute intervals
10 min information gathering
5 min writing and approval
Keep it short

35. The Journaling Approach
Journaling allows for everyone to “catch up”
Allows for timetable or timeline record of events
Move from “what we know now” to “process” – what we’re doing about it, what policies call for, etc.

36. Human Interaction in Crisis Response
Food
Friendliness
“A Private Place”
Rest
Communication

37. After Monitor broadcast, internet and print coverage
Debrief & evaluate
Write a report
Give yourself a “grade”/evaluation of how you did

38. After Identify audiences which need follow-up ...and follow up!
Recognize and reward outstanding performance

39. Conclusion
Interdisciplinary planning and preparation frees up professionals to respond to those elements of the crisis that were unanticipated.
Most crises are “smoldering” and “internal.” F

40. Remember -
One person’s crisis is another’s opportunity!

41. Successful Crisis Management
Questions ?