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BSBPUB504A Develop and Implement Crisis Management Plans . Elements. 1. Develop crisis management plans 2. Implement a crisis management plan 3. Review and update crisis management plans. Performance criteria. 1. Develop crisis management plans

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Elements
Elements

  • 1. Develop crisis management plans

  • 2. Implement a crisis management plan

  • 3. Review and update crisis management plans


Performance criteria
Performance criteria

1. Develop crisis management plans

  • 1.1 Conduct research to identify crisis management best practice

  • 1.2 Consult relevant groups and individuals for input into the crisis management plan

  • 1.3 Document, distribute and maintainorganisationalcrisismanagement plan

  • 1.4 Ensure organisationalcrisis management plan is clearly understood by relevant groups

  • 1.5 Ensure crisis management plan complies with organisational policies and legal and ethical requirements

  • 1.6 Practise simulated crisis responses


Performance criteria1
Performance criteria

2. Implement a crisis management plan

  • 2.1 Set up a dedicated crisis resource centre

  • 2.2 Develop a crisis response team to deal with media and

  • conduct issue tracking

  • 2.3 Monitor media to ensure the organisation is aware of

  • possible crises

  • 2.4 Implement and monitor issues tracking systems according to crisis plans


Performance criteria2
Performance criteria

3. Review and update crisis management plans

  • 3.1 Consult managers and employees about the effectiveness of the crisis plan

  • 3.2 Amend crisis management plans as necessary to comply with legal and ethical requirements


Implement a crisis management plan

2

Implement a crisis management plan


Implement a crisis management plan1
Implement a crisis management plan

  • 2.1 Set up a dedicated resource centre

  • 2.2 Develop a crisis response team to deal with media and conduct issue tracking

  • 2.3 Monitor media to ensure the organisation is aware of possible crises

  • 2.4 Implement and monitor issues tracking systems according to crisis plans



Overview
Overview

  • As part of the CMP, the PR officer will need to set up a crisis resource center.

  • There are differing views about the proper purpose and function of a crisis resource center


What is required in a crisis resource center
What is required in a crisis resource center?

  • General reference materials

  • Specific reference materials

  • Telephones

  • Computers

  • USB memory device

  • Dictaphone

  • Television

  • Photocopiers and printers

  • Fax machines

  • Whiteboard

  • Access to cash


General reference materials
General reference materials

  • Crisis management plans

  • Texts

  • Journal articles

  • Internet articles

  • Examples of media statement

  • Case studies of how other organisations have dealt with crises which they have experienced

  • Copies of relevant legislation, codes of practice, standards


Specific reference materials
Specific reference materials

  • Copies of the current version of CMP

  • Copies of map of the local area

  • Copies of map of building plans including details of exits, stairs, lifts, air conditioning ducts, sprinkler systems

  • Up-to-date contact list




Crisis response team
Crisis response team conduct issue tracking

  • CMT

  • Required to:

  • (1) Liaise with members of the media

  • (2) prepare media statements about any crisis which occurs

  • (3) prepare background information about the org which can be provided to the media

  • (4) prepare background info about key personnel within the org which can be provided to the media

  • (5) arrange for the production of video news clips

  • (6) organise and attend media conferences

  • (7) organise and attend media interviews given by the org spokeperson

  • (8) deal with hostile members of the media


Issues tracking
Issues tracking conduct issue tracking

  • Before, during and after

  • Issues tracking:

  • (1) monitoring the media

  • (2) monitoring opinion polls

  • (3) considering analysts’ opinion

  • (4) researching issues of concern for the organisation

  • (5) considering implications for the organisation


CMT conduct issue tracking


Strategies used by the media spokeperson 1
Strategies used by the media conduct issue trackingspokeperson (1)

  • To emphasize key points in an interview

  • Turn off their mobile phone

  • Inform those who might interrupt (such as a secretary) that they must not do so during an interview with the media

  • Do not answer hostile questions

  • Do not be afraid to admit it when they do not know the answer to a question. Instead, state they will get back to them later with an answer


Strategies used by the media spokeperson 2
Strategies used by the media conduct issue trackingspokeperson (2)

  • Know the subject they will be asked about

  • Be prepared

  • Act as though they care. Better still, care!

  • Never lie

  • Do not mislead the media. If it becomes apparent that the media has been inadvertently misled, correct the misapprehension as soon as possible

  • Do not slant the facts or tell only part of the story


Strategies used by the media spokeperson 3
Strategies used by the media conduct issue trackingspokeperson (3)

  • Be as cooperative as possible

  • Be a reliable and credible source of information

  • Do not hold back information just because they do not like/know a journalist

  • Do not say “No comment”

  • Do not repeat things as facts unless they know for sure that they are accurate

  • Know the orgb


Strategies used by the media spokeperson 4
Strategies used by the media conduct issue trackingspokeperson (4)

  • Do not avoid the media. Newsworthy stories will run regardless of input from the org. It is better to tell the organisation’s side of the story

  • Admit it when the organisation, or someone acting on its behalf, has made a mistake. In such cases, apologise, explain what steps are being taken to fix the problem and then ensure that this is what gets done

  • Keep important tel numbers on hand when dealing with the media including those of the PR officers, CEO, and legal representative


2 3 monitor media to ensure the organization is aware of possible crises
2.3 Monitor media to ensure the conduct issue trackingorganization is aware ofpossible crises


Media monitoring process
Media monitoring process conduct issue tracking

  • Diligent PR officers will monitor the media to ensure that decision makers are informed of matters which might affect the organisation.

  • They might undertake the monitoring process on their own or might enlist others from within the org

  • Some PR officers will also retain a media monitoring company to assist.

  • Before, During, After


How media org operate
How media org operate conduct issue tracking

  • Editor

  • Deputy/ assistant editor

  • Features editor

  • News editor

  • Chief of staff

  • Sub-editors

  • Chief sub-editor


Example
Example conduct issue tracking


Example1
Example conduct issue tracking


Notes
Notes conduct issue tracking

  • Using key words to search

  • Be realistic … do not spend your entire working day just for reviewing news or TV need to delegate


Delegation benefits
Delegation benefits conduct issue tracking

  • Productivity is increase b/c two or more people can get more done than one person ( always true?)

  • It frees the PR officer to focus on their key or specific skills

  • It encourages a stronger, more resilient team

  • The org can respond more quickly to changes in the org when it can rely on employees to undertake tasks

  • The PR officer can work less hours and establish work/life balance

  • When the PR officer is absent or on holidays, the or can function


2 4 implement and monitor issues tracking systems according to crisis plans
2.4 Implement and monitor conduct issue trackingissues tracking systems according to crisis plans


Issue tracking
Issue tracking conduct issue tracking

  • The process used by which organisations can identify and evaluate any events which could have a significant impact on operations

  • Used by org in a wide variety of contexts

  • For example: customer service support call centers to keep track of customer issues


Issues tracking system
Issues tracking system conduct issue tracking

  • How issues are to be tracked within the organisation: monitoring media, monitoring opion polls, considering analyst’s opinion; researching issues of concern for the organisation

  • How often issues are to be followed up

  • Who is to monitor issues which have been identified?

  • Any classification system which is in place


Additional info issues management
Additional info conduct issue trackingIssues management


Issues management

Conventional Approach conduct issue tracking

Narrow Focus

Strategic Management Approach

Broad Focus

0

Issues Management


Issues management1

0 conduct issue tracking

Issues Management

Conventional Approach

  • Issues fall within the domain of public policy or public affairs management.

  • Issues typically have a public policy / public affairs orientation or flavor.

  • An issue is any trend, event, controversy, or public development that might affect the corporation.

  • Issues originate in social / political / regulatory /judicial environments.


Issues management2

Strategic Management Approach conduct issue tracking

  • Issues management is typically the responsibility of senior line management or strategic management staff.

  • Issues identification is more important than it is in the conventional approach.

  • Issues management is seen as an approach to the anticipation and management of external / internal challenges to the company strategies, plans, and assumptions.

0

Issues Management


Strategic issue management

0 conduct issue tracking

Strategic Issue Management

Figure 6-2

37


Issues definition

A matter that is in dispute between conduct issue trackingparties. The dispute evokes debate, controversy, or differences of opinion.

Issue

0

Issues Definition


Issues definition1

0 conduct issue tracking

Issues Definition

Characteristics of an Emerging Issue

  • Terms of the debate are not clearly defined

  • Issue deals with matters of conflicting values and interest

  • Automatic resolution is not available

  • Issue is often stated in value-laden terms

  • Trade-offs are inherent


Issues management process

0 conduct issue tracking

Issues Management Process

Basic Assumptions

  • Issues can be identified earlier, more completely, and more reliably

  • Early anticipation widens the range of options

  • Early anticipation permits study and understanding of the full range of issues

  • Early anticipation permits organization to develop a positive orientation towards the issues

  • Organization will have earlier identification of the stakeholders

  • Organization will be able to supply information to influential publics earlier and more positively, creating better understanding


Model of issues management process

Identification of Issues conduct issue tracking

Analysis of Issues

Prioritization of Issues

Formulation of Issue Responses

Implementation of Issue Responses

Evaluation, Monitoring, and Control of Results

0

Model of Issues Management Process

Figure 6-3


Identification of issues

Scan the environment conduct issue tracking

Identify emerging issues and trends

0

Identification of Issues


Identification of issues1

0 conduct issue tracking

Identification of Issues

Leading Forces as Predictors of Social Change

  • Leading events

  • Leading authorities / advocates

  • Leading literature

  • Leading organizations

  • Leading political jurisdictions


Identification of issues2

0 conduct issue tracking

Identification of Issues

Figure 6-4


Issues selling and buying

Relates to middle managers exerting conduct issue trackingupward influence in organizations as

they try to attract the attention of topmanagers.

Top managers adopt a more open mind-set for the issues that matter to

their subordinates.

IssuesSelling

IssuesBuying

0

Issues Selling and Buying


Analysis of issues

0 conduct issue tracking

Analysis of Issues

  • Who (which stakeholders) is affected by the issue?

  • Who has an interest in the issue?

  • Who is in a position to exert influence?

  • Who has expressed opinions on the issue?

  • Who ought to care about the issue?

  • Who started the ball rolling? (Historical view)

  • Who is now involved? (Contemporary view)

  • Who will get involved? (Future view)


Ranking of issues

Xerox Approach conduct issue tracking

PPG Approach

Probability-Impact Matrix

  • High priority

  • Nice to know

  • Questionable

  • Priority A

  • Priority B

  • Priority C

High

Medium

Impact on Company

Low

Low

Medium

High

Probability of Occurrence

0

Ranking of Issues


Filtering and ranking of issues

0 conduct issue tracking

Filtering and Ranking of Issues

Figure 6-5


Ranking of issues1

0 conduct issue tracking

Ranking of Issues

Five Filter Criteria

  • Strategy

  • Relevance

  • Actionability

  • Criticality

  • Urgency


Other issues ranking techniques

Polls / Surveys conduct issue tracking

Expert panels

Content analysis

Delphi Technique

Trend extrapolation

Scenario building

Use of precursor events or bellwethers

0

Other Issues-Ranking Techniques


Formulation and implementation of responses

Formulation conduct issue tracking

The response design process

Implementation

The action design process

  • Plan clarity

  • Resources needed

  • Top management support

  • Organizational structure

  • Technical competence

  • Timing

0

Formulation and Implementation of Responses


Issues development process

Issues conduct issue tracking

DevelopmentProcess

The growth process or life cycleof an issue

0

Issues Development Process


Issue development life cycle process

0 conduct issue tracking

Issue Development Life Cycle Process

Figure 6-6


Issues management in practice

0 conduct issue tracking

Issues Management in Practice

  • Companies that adopt issues management processes …

    • develop better overall reputations

    • develop better issue-specific reputations

    • perform better financially

  • Provides a bridge to crisis management


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