Catastrophe Management is a process built to prevent or lessen destruction a crisis can easily inflict on an organization as well as its stakeholders.
The pre-crisis phase is concerned with prevention and preparation. The crisis response phase is when administration must truly respond to an emergency. The post-crisis phase looks for ways to better prepare for the next crisis and fulfills commitments made through the crisis period including a muslim information.
Problems Response Period: The Turmoil Response is actually management really does and says after the catastrophe hits. The Public Relations crew plays a major role in the crisis response by helping to develop the messages which might be sent to several publics during and after an emergency. Coombs focuses on that the advertising department will need to play more of a support part rather than getting the actual problems spokespersons.
The population relations department should be a key component in organizing the spokespersons to deliver a definite and regular message. Primary during a turmoil then must be on the essential information to be delivered rather than how to handle the media. *It should be observed that reputation repair can be used in the problems response stage, post-crisis phase, or both. Not all downturn need popularity repair attempts.
A third step to First Crisis Response: Crisis managers should exhibit concern and sympathy for just about any victims from the crisis. (Victims are the people who are harm or inconvenienced in some way by the crisis. ) Expressions of interest may help to minimize reputational harm and to decrease financial loss. A well up to date employee is a safe staff. Coombs determines research that suggests that knowledgeable employees offer an additional route of interaction for attaining other stakeholders. When the problems results in significant injuries or deaths, problems management must include pressure and stress counseling for workers and other victims. Ex: Airlines dispatch shock teams pursuing the plane crash to address the needs of employees, victims and their families.
Turmoil Types by Attribution of Crisis Responsibility: Post-Crisis Period Organization comes back to organization as usual. The crisis is no longer the focus of management’s attention but nonetheless requires a few attention. Standing repair could possibly be continued or perhaps initiated. Follow-up communication is required. Release changes on the recovery process, corrective actions, or investigations with the crisis.
The amount of follow-up conversation required depends upon what amount info promised throughout the crisis as well as the length of time it will take to full the recovery process. Post-Crisis Phase Best Practices 1) Deliver all information promised to stakeholders as soon as that information is famous. 2) Retain stakeholders up-to-date on the advancement of restoration efforts which include any further measures being taken as well as the progress of investigations. 3) Analyze the crisis managing effort to get lessons and integrate these lessons in the organization’s turmoil management system. Simply no organization is immune coming from a crisis, therefore it is imperative that organizations should do their best to organize for one.
Functions Cited: Coombs, W. Capital t. (2004a). Influence of earlier crises about current turmoil communications: Insights from situational crisis interaction theory. Journal of Organization Communication, forty one, 265-289. Coombs, W. To. (2006).
Code red inside the boardroom: Turmoil management since organizational DNA. Westport, CN: Praeger. Coombs, W. Capital t. (2007a). Regular crisis conversation: Planning, Controlling, and reacting (2nd impotence. ). La: Sage. Coombs, W. To. (2007b).
Protecting organization kudos during a catastrophe: The development and application of situational crisis conversation theory. Corporate and business Reputation Assessment, 10, 1-14. Coombs, T. T., & Holladay, T. J. (2002).
Helping turmoil managers protect reputational property: Initial tests of the situational crisis connection theory. Supervision Communication Quarterly, 16, 165-186. Coombs, T. T. & Holladay, S i9000.
J. (2006). Halo or perhaps reputational capital: Reputation and crisis managing. Journal of Communication Administration, 10(2), 123-137.
