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Crisis Communication: The Public First/Organization Last Paradox

Crisis Communication: The Public First/Organization Last Paradox. Elizabeth L. Toth , Ph.D. University of Maryland. The General Rule of Crisis Communication. “ Environmental turbulence is a catalyst for pushing public relations and communication management to center stage.”

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Crisis Communication: The Public First/Organization Last Paradox

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  1. Crisis Communication: The Public First/Organization Last Paradox Elizabeth L. Toth, Ph.D. University of Maryland

  2. The General Rule of Crisis Communication “Environmental turbulence is a catalyst for pushing public relations and communication management to center stage.” (L. Grunig et al., 2002, p. 424)

  3. No Public Relations In Evidence “But don’t you CEO’s get the optics? This is a PR debacle. You’re not talking to shareholders or staff members; you’re talking to Congress. And Congress doesn’t work for you; it works for millions of Americans who are struggling and getting pretty desperate for a way out.” (Brown, 2008)

  4. A Crisis is. . . “A people-stopping, show-stopping, product stopping, reputationally defining event, which creates victims and/or explosive visibility.” (Jim Lukaszeski, 2001, p. 203)

  5. Question • Is there anything of sufficient explanatory and strategic value in public relations theory to help organizations and global governments relieve crisis situations?

  6. Powerful Paradox “On a day to day basis, companies and organizations tend to operate around what is in their economic and operational best interest. . . However, when a crisis situation occurs, it is the community’s value system that predominates. “ (Lukaszewski, 2001, p. 201)

  7. Lukaszewski’s advice: “Respond to community values.” “If the company does not respond to the community, its ability to operate and possibly its future is threatened.” (2001, p. 212)

  8. Purpose of Paper To examine Lukaszewski’s observation of the powerful paradox of community or publics first over organizational priorities in crises, by discerning how we will know what public values are.

  9. Simple, says Luaszewski Health and Safety Natural Environment Social Environment Cultural Environment Technical Considerations Financial Considerations Economic Considerations (the reverse of corporate interests)

  10. His Advice: “Solve the crisis, care for the victims, involve employees, alert those indirectly affected and manage those who appoint themselves as part of the situation, such as the news media.” (2001, p. 207)

  11. Outline of Paper • Summarize major strategic crisis management and crisis communication theories’ view of publics • Define those directly involved in the crisis (community as defined by Lukaszewski, or publics in public relations theory) • Center those involved in a crisis as those found through discourse • Advocate scenario building as a means to conceptualizing “values” more accurately.

  12. Public Relations Defined “The management of communication between an organization and its publics” J. E. Grunig & T. Hunt (1984, p. 6)

  13. Major Theories Strategic Public Relations Management Rhetorical Theory Situational Crisis Communication Theory Symmetrical/Excellence Theory Contingency Theory

  14. Definitions of “Those involved” “Individuals’ attitudes toward specific issues” (Fern-Banks) “Persons who are affected” (Heath and Millar) “ People who are affected by the organization or who have power to affect the organization” (J.E. Grunig) “Size, credibility, commitment, power” (Pang, et al.)

  15. Publics Groups that Arise Out of Problems that Affect Them (John Dewey, in J. E. Grunig, 1994)

  16. Three views of publics • Economic view: The situational theory of publics • The social interpretist view: publics develop through discourses • The critical view: diffuse coalitions with diverse needs, values, and perceptions

  17. Publics Paradox • Dozier and Lauzen’s exemplar of activist public that doesn’t want “mutually beneficial relationships” • Murphy’ s publics as “complex adaptive systems in their own right”

  18. To Summarize • Publics are situational, without fixed values • Publics have identities • Publics have power, are resistant • Publics self-organize new information

  19. Knowing values not a matter of strategic planning “Strategic management is the process of actively participating in conversations around important emerging issues. Strategic direction is not set in advance, but understood in hindsight as it is emerging or after it has emerged” (Stacey, 2003, p. 423)

  20. Scenario Planning/Building • Considering all outcomes, and beyond bottom line (Stroh) • Projects multiple environmental situations based on the analysis of a variety of environmental factors (Sung) • Learning process that shares and explores different perspectives (Sung)

  21. Steps • Task analysis • Environmental influence analysis • Issues analysis and selection • Key uncertainty identification or problem areas • Key public identification • Scenario plot and component identification • Final scenario development and • Final decision scenarios • Consequence analysis and strategy development

  22. Conclusion • Public relations takes central role in organizational crises by providing accurate descriptions of values and priorities of constituent groups that give organizations permission to operate.

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