Business Crisis Communications Plan
MLS5200 Crisis Communications Management
The purpose of the crisis communications plan is to provide guidance and direction for all communication (Walaski, 2011) within Business, between Business, the media and the public in the event a crisis warranting such occurs. Though normally unanticipated, any situation that results in attention that is brought on by negative media attention or adverse public reaction requires that we respond with a well thought out coordinated response (Walaski, 2011) in order to protect the reputation of the organization and right any harm or wrongdoing that is perceived by all stakeholders involved.
Emergencies or controversial issues that may attract the attention could include crimes, errors, failures or damages that would require a public response. This plan will address media relations and communications procedures for handling such situations. The goal is to establish a plan that will address a wide range of issues, including those that may not have been previously considered. However, this plan is not intended to cover any and all situations that may arise, but should serve as a basis for handling communications during a crisis and may be modified as needed to appropriately handle the event. In every case, all incidents should be immediately reported to the CEO and Crisis Communications Team. In order to minimize the damage from such negative events, we must act quickly and truthfully. Scope
The scope of this plan includes all employees of Business, vendors and clients and all those that in the course of normal business may be affected by a crisis. As Business serves many public companies, any issue that adversely affects the reputation of the company, many result in loss of trust by our clients and/or vendors. In order to minimize the damage that may occur, it is necessary to communicate effectively within our organization, as well as with outside stakeholders in order to keep their confidence in our ability to continue to provide them quality services. Our message will be unified, honest and timely so that we can prevent the adverse effects that often result from mishandling communication. (Walaski, 2011) Situations and Assumptions
Each situation will need to be assessed to determine the best course of action or reaction. As each situation is different, it will require a unique public information response. (Walaski, 2011) The extent of the response will often be determined by the nature of the crisis. Management will serve as the single point of information for all communications within the organization, all print publications and broadcast media outlets, and the general public. As it is assumed that the public will receive most of its information from the news media and online sources (Jordan-Meier, 2011) it is necessary to react quickly in order to stay ahead of the wave of information circulating to the public. In all situations, the media will demand timely information as well as timely follow-ups throughout the entire course of the crisis (Jordan-Meier, 2011) and we must continue to provide reliable information until the media no longer demands it. Crisis stories are much more likely to be covered by the media (Jordan-Meier, 2011) and this requirement requires us to be vigilant in order to meet their needs. Audience
All communications must be tailored for and directed to the appropriate audience (Walaski, 2011) and correct stakeholders. Among those that should be considered for messages with content directed towards them are the employees, clients, vendors, media, community members and government officials. Our employees are often the most recognized component of our organization. Because of this, communication to our employees regarding the crisis should be clearly provided so that there is no misunderstanding. All employees should be instructed to not provide information to...
References: Jordan-Meier, J. (2011). The four stages of highly effective crisis management: How to manage the media in the digital age. Boca Raton, FL: CRC
Walaski, P. (2011). Risk and crisis communications: Methods and messages. Hoboken, NJ: John Wiley & Sons.
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