Transcript CRSIS COMMUNICATION: ATURNING POINT TO A BETTER

NATURAL DISASTER
 TERORRISM
 PRODUCT TAMPERING/BOYCOTT
 MISMANAGEMENT
 FIRE
 BOMB THREAT
 CHARGES OF WRONG DOING
 KIDNAPPING
 POLITICAL CRISIS
 TRANSPORTATION DISASTERS
 RUMORS/WHISTLEBLOWERS
 SEXUAL HARASSMENT
 DEATH/INJURIES
CRISIS INVOLVING NUCLEAR, CHEMICALS OR HAZARDOUS
MATERIALS
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TENAGA NASIONAL BERHAD (TNB) – 1996 BLACKOUT
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A comment passed on by an opposition leader in Malaysia
stated that “is Malaysia going to have a super corridor
utilizing the edge high-tech or a corridor of darkness?”
(AsiaWeek, 16 August, 1996).
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The former chief executive officer of TNB, Tan Sri Ani Arope
once mentioned to the press “people said TNB (acronym for
Tenaga Nasional Berhad) stands for Total National Blackout”
(Business Times, 21, August, 1996).
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The former prime minister of Malaysia, Tun Dr. Mahathir
Mohamad was asked by the press on whether the
government would release a white paper on the blackout,
and he sarcastically answered “the colour of the paper is not
important, what is important is the report and this will be
released” (The Star, 22 August, 1996)
MASSIVE LANDSLIDE, BUKIT ANTARABANGSA, KUALA
LUMPUR - 6 DEC 2008
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Thundering Nightmare: Four dead, 15 injured, one missing, 14
houses buried or damaged, thousands of residents
evacuated. It was a tragedy waiting to happen (New Sunday
Times, 7 December 2008)
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All state governments are to review hillside projects to
prevent another Bukit Antarabangsa tragedy. It’s time to
walk the talk (New Sunday Times, 8 December 2008)
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IF ONLY THEY HAD LISTENED….warnings…and more warnings
over the years of a catastrophe waiting to happen…but they
fell on deaf ears. “The government has to take responsibility
by enforcing regulations and legislation”, Geotechnical
Engineer Datuk Dr Ramli Mohamad (New Sunday Times, 8
December 2008)
MASSIVE LANDSLIDE, BUKIT ANTARABANGSA, KUALA LUMPUR - 6
DEC 2008
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Aftermath of the Bukit Antarabangsa Tragedy: So who takes
the Rap? (New Sunday Times, 9 December 2008) (pictures of
the former and the present Chief Minister of Selangor was
printed and defending the state government actions on
hillsides development)
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Khalid and Khir trade blows over hillside projects: The blame
game has begun (New Sunday Times, 9 December 2008)
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Residents: We plan to sue. “we have very strong evidence,
but we will leave it to our legal team.. I don’t want to reveal
what it is now, but we have photographs and copies of
complaints made to the local authority.” Datuk N.
Muneandy, Bukit Antarabangsa Action Committee Chairman
(New Sunday Times, 9 December 2008)
MASSIVE LANDSLIDE, BUKIT ANTARABANGSA, KUALA LUMPUR - 6
DEC 2008
 Developers and buyers responsible too, says Shabery “It is
unfair to say the Government did not act. We cannot put the
blame on just one authority. After all, you need two to tango,
but this time there are three – the Government, developers
and buyers,” he said yesterday. (Star Online, 10 December
2008)
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Bukit Antarabangsa: Residents hit out at Shabery statement.
Ahmad Shabery reportedly told residents not to point fingers
solely at the Government as both developers and
housebuyers who chose to live in highland areas were
equally to be blamed and should accept responsibility for
what happened. “Are you saying we should blame the
mother for giving birth to the thief?” he told reporters
Wednesday, adding that residents had invested millions of
ringgit to purchase homes there. (Star Online, 10 December
2008)
OTHERS
- Thai Turmoil: Airport under siege, general
tells government to call fresh elections
(Star, 27 November 2008)
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Bangkok Stand off: Chaos as protesters
force airport to close, thousands of western
tourists and other travellers stranded, airport
blast injures two, grenade attacks
elsewhere in the city (New Straits Times, 27
November 2008)
OTHERS
- Massacre in Mumbai: Rampaging gunmen
on killing spree in India’s financial capital.
Attacks leave more than 100 dead, many
foreigners taken hostage ( New Straits Times
28 November 2008)
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60 Hour terror rampage: Mumbai siege
ends. Malaysian credit cards found on
terrorists. Malaysia woman among dead
(New Straits Times 30 November 2008)
CRISIS
Resemble the doomsday
Tarnish image/reputation
Damage products, employees, financial condition
Unpredictable
Create Panic
Surprise
Insufficient Information
Caused Injury/Death
Rapid Speed
Tendency To Act Irrationally
Press Everywhere
Chaos in Internal Communication
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Wake Up Call – a Phenomenon Was Not
Attended to Proactively
Crisis originally from the Greek krinien
means DECIDE- preparation in
managing and responding to crisis
before, during and the aftermath
Sun Tzu in the Strategy of War, crisis
means "wei ji", a combination of danger
and opportunity.
CRISIS IS A TURNING POINT
FOR A BETTER FUTURE
Heath (in Gaunt, P. & Ollenburger, J.
1995:202) defined crisis communication
as an enactment of control (at least its
appearance) in the face of high
uncertainty in an effort to win external
audiences’ confidence in ways that are
ethical.
Crisis communication is the ability to
communicate effectively during a
difficult situation or emergency to a
variety of internal and external
stakeholders (Tenaga Nasional Berhad,
22 september 1997)
According to Peter V. Stanton (2002),
crisis communication plan is more than a
system for responding to circumstances.
It is also a method for planning and
thinking about situations in day-to-day
operations, business and company
communities, and preparing company
people to understand and respond to
the special demands of crisis conditions
1. Crisis communication refers to the
communication actions executed as
strategies with the purpose of preventing
or overcoming a catastrophe
2. Crisis communication is a
communication strategy engineered by
persons as a catalyst to a solution in
gaining the trust of publics and
enhancing the credibility and reputation
of an organization
Restore Image And Reputation
Protect Affected Publics
Gained Trust/Loyalty From Various Publics
According to the IABC survey of over 600
communicators, one in three companies
did not have a formal crisis
communication plan in 2005
(Communication World Bulletin, IABC
2006)
After experiencing a crisis with no plans
in place, 46 percent of respondents said
their organizations were beginning to
develop crisis communication plans
While 42 percent said their organizations
were still taking no action.
54 percent said they didn’t have plans
because of lack of senior management
support
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There is no crisis…..it is only problems
Why waste money unnecessarily
We can use public relations program if
crisis happens
We did not get the support from top level
management
We have risk communication
We have media relations
We have 2 pages of media guidelines in
our SOP
Crisis management is sufficient
9. Crisis communication manual is difficult
to prepare thus waste of time preparing
one
10. Not all employees read the manual
11. Crisis communication manual is too rigid
12. It takes time to manage crisis
Crisis management is designed to
reduce threats and lessen damage. It
identifies the situations, plans and
outlines the contingency plans.
 Responsible for resolving the underlying
problems that create crisis situations
 Determine what actions their
organizations should take.
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Role is to communicate with the
organizations' publics about decisions
and any subsequent actions that are
taken in the crisis management.
 Responsible in explaining its various
publics' reactions to the organization
 Crisis has occurred
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Crisis communications gathers guidelines,
procedures, policies, steps, techniques and tactics
of communication to be managed strategically
and delivered accordingly to the needs of the
targeted publics.
 Crisis communications is a guide to manage crisis
systematically and provides ability to
communicate to the publics truthfully and show
concerns to the happenings
 Uses communications as strategies (Specialized)
 Elements of source, message, channels, audience
(Model Laswell, 1948 – who says what through what
channels to whom with what effects)
 Techniques of persuasion, dyadic communication
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Verbal or written exchange that
attempts to communicate information
regarding risk
 Projection of what might occur
 An interactive process of exchange of
information and opinion among
individuals, groups, and institutions.
 It involve multiple messages that express
concerns, opinions, or reactions to risk
messages or to legal and institutional
arrangements for risk.
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TEAM
Public Relations Manager
Legal Advisor
Human Resource
Technical Rep
Financial Rep
IT Rep
Security Head
* Vary depending on the nature of crisis
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UNDERSTAND SITUATION
What is the problem
Why is it a problem
When is it become a problem
Where is it a problem
Who is involved
How to solve the problem
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 IDENTIFY THE AUDIENCE
Affected Publics
Next of Kin
Media
Government
Oppositions
Embassy
Shareholders/Investors
Local Authorities
Military
* Vary depending on the nature of crisis
SPOKESPERSON
Chairman
CEO
Public Relations Manager
* Media Liaison Officer in Plant/branches
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KEY MESSAGE
Holding Statement
Interim Statement
Press Release
Anticipate Questions (interviews)
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CHANNELS
Press Conference
Print Media
Electronic Media
Websites
Blogs
Emails
Interpersonal
Handphones
Fax etc
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MULTIPLE STRATEGIES
Media Relations
Employee Relations
New Media Technologies
Interpersonal Communication
Persuasion
Litigation Public Relations
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LOG SHEETS
In-crisis Response Log
Post Crisis Response Log
External Stakeholder Inquiry Log
External Stakeholder Response Log
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 TRAINING
Mock Crisis
Non Emergencies
Attack the Accuser
 Denial
 Excuse
 Justification
 Ingratiation
 Corrective Action
 Full Apology
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Tylenol, Johnson & Johnson – Fall,1982
Bhopal, India at Union Carbide Corporation – December
1984
Space Shuttle Challenger Explode, NASA – January 1986
Chernobyl Nuclear Accident – April 1986
Exxon Valdez – March 1989
Bosnia Genocides – 1992-1995
Pepsi-Cola’s Syringe – 1993
World Trade Center, New York – September 2001
Bali Bombing, Indonesia – October 2002
SARS, China - 2003
Tsunami, Aceh, Indonesia – December 2004
Melamine Milk Crisis, China – September 2008
Mumbai Attack, India – November 2008
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Highland Towers, Selangor – December 1993
Tragedy Fokker 50, MAS – September 1995
National Blackout, TNB – August 1996
Reformasi, Malaysia - 1998
Merapoh Accident, Pahang – November 2003
Nuri Crash, RMAF – July 2007
Hindraf, Malaysia – October 2007
Tsunami, Penang/Kuala Selangor – December
2004
Highland Towers, Selangor 2008
Crisis Communication
- Art (Observation, experience,
knowledge)
- Confidence earned when you are
prepared
- Team work
- Activated
- Blue Print
- Reputation Management
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EXPECT THE UNEXPECTED