BSBPUB504A Develop and Implement Crisis Management Plans

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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
BSBPUB504A Develop and Implement Crisis Management Plans

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BSBPUB504A Develop and Implement Crisis Management Plans

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  • 1. Develop crisis management plans

  • 2. Implement a crisis management plan

  • 3. Review and update crisis management plans

Slide 3

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

Slide 4

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

Slide 5

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

Slide 6


Implement a crisis management plan

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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

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2.1 Set up a dedicated resource centre

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  • 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

Slide 10

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

Slide 11

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

Slide 12

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

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

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Crisis response team

  • 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

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Issues 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

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Strategies used by the media spokeperson (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

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Strategies used by the media spokeperson (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

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Strategies used by the media spokeperson (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

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Strategies used by the media spokeperson (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

Slide 22

2.3 Monitor media to ensure the organization is aware ofpossible crises

Slide 23

Media monitoring process

  • 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

Slide 24

How media org operate

  • Editor

  • Deputy/ assistant editor

  • Features editor

  • News editor

  • Chief of staff

  • Sub-editors

  • Chief sub-editor

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  • Using key words to search

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

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Delegation benefits

  • 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

Slide 30

2.4 Implement and monitor issues tracking systems according to crisis plans

Slide 31

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

Slide 32

Issues tracking system

  • 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

Slide 33

Additional infoIssues management

Slide 34

Conventional Approach

Narrow Focus

Strategic Management Approach

Broad Focus


Issues Management

Slide 35


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.

Slide 36

Strategic Management Approach

  • 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.


Issues Management

Slide 37


Strategic Issue Management

Figure 6-2


Slide 38

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



Issues Definition

Slide 39


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

Slide 40


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

Slide 41

Identification of Issues

Analysis of Issues

Prioritization of Issues

Formulation of Issue Responses

Implementation of Issue Responses

Evaluation, Monitoring, and Control of Results


Model of Issues Management Process

Figure 6-3

Slide 42

Scan the environment

Identify emerging issues and trends


Identification of Issues

Slide 43


Identification of Issues

Leading Forces as Predictors of Social Change

  • Leading events

  • Leading authorities / advocates

  • Leading literature

  • Leading organizations

  • Leading political jurisdictions

Slide 44


Identification of Issues

Figure 6-4

Slide 45

Relates to middle managers exertingupward 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.




Issues Selling and Buying

Slide 46


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)

Slide 47

Xerox Approach

PPG Approach

Probability-Impact Matrix

  • High priority

  • Nice to know

  • Questionable

  • Priority A

  • Priority B

  • Priority C



Impact on Company





Probability of Occurrence


Ranking of Issues

Slide 48


Filtering and Ranking of Issues

Figure 6-5

Slide 49


Ranking of Issues

Five Filter Criteria

  • Strategy

  • Relevance

  • Actionability

  • Criticality

  • Urgency

Slide 50

Polls / Surveys

Expert panels

Content analysis

Delphi Technique

Trend extrapolation

Scenario building

Use of precursor events or bellwethers


Other Issues-Ranking Techniques

Slide 51


The response design process


The action design process

  • Plan clarity

  • Resources needed

  • Top management support

  • Organizational structure

  • Technical competence

  • Timing


Formulation and Implementation of Responses

Slide 52



The growth process or life cycleof an issue


Issues Development Process

Slide 53


Issue Development Life Cycle Process

Figure 6-6

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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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