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CMN Crisis > Midterm 1 > Flashcards

Midterm 1 Flashcards

1
Q

Crisis Typology (Economic Sphere)

A

Financial Axis
Industrial Axis
Structural Axis
Social Axis

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2
Q

Industrial Axis

A

organizations are impacted by external factors that threaten their:
economic, financial, political, and institutional stability (e.g. Covid-19 and massive layoff)

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3
Q

Structural Axis

A

companies face challenges requiring new organizational structures (e.g., relocations, spin-offs)

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4
Q

Financial Axis

A

organizations are influenced by both internal (e.g., declining profits) and external (e.g., stock market crashes) financial factors

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5
Q

Social Axis

A

companies are affected by human factors, including strikes, social movements, and cases of workplace harassment

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6
Q

Crisis typology (Technical sphere)

A

Internal organizational breakdown
Product failure

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7
Q

Internal organizational breakdown

A

Fires
Explosions
Transports

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8
Q

Product failure

A

Use and consumption
Manufacturing
Quality and security

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9
Q

Crisis typology (Political Sphere)

A

Regulation
Legislation

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10
Q

Regulation

A

New Law
System Change

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11
Q

Legislation

A

Court ruling or jurisprudence, renaming a product
Lawsuit or trials involving political and public figures

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12
Q

Crisis Typology (corporate sphere)

A

Image and Rep
Ethics
Social Responsibility

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13
Q

Image and Rep

A

Unfunded rumors
Conformed information

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14
Q

Ethics

A

legal but unethical practices

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15
Q

Social Responsibility

A

supported by politicians but against public interest

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16
Q

Crisis Accelerators

A

Tech
Media
Public opinion
Political mistrust
Employees

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17
Q

Search for records and information

A

Antecedents : products, services, image, reputation, organizational culture, organizational structure…

Market information : financial performance, market share, fiscal records, product recalls, inventory reports, business philosophy

Stakeholder relations : internal conflict, union relations, strikes, social movements, collaboration, ongoing projects

Environmental factors : social, demographic, institutional, cultural and political

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18
Q

Sources of information

A

Internal
- CEO, employees, union rep.
- documents and records in-house

External
- Media sources
- Open data

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19
Q

break

A

lol

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20
Q

Before activation the crisis communication team

A

Asses risks and potential crisis:
Theme (financial, operational, reputational)
Topics (product failure, market shift)
Structure (unit, department)
Process (design, production line, logistic)

23
Q

Types of plans

A

Divisional plan (sectorial and ascendant)
Applicative plan (descendant)
Objective-based plan

24
Q

Divisional plan

A

(sectorial and ascendant)
Ideas and considerations from each department are gathered and, integrated into a unified global plan

25
Applicative plan
(descendant) Crisis communication strategy follows the master plan, plays a technical rather than a strategic role
26
Objective-based plan
Systemic approach: Reflects the organization as an interconnected network Functional approach: Identifies methods to achieve specific functions in crisis situations
27
Plan : introduction
Draw up an overall picture Focus on highly likely risks Evaluate the results Review the post-crisis (after the last similar crisis) Consider overall strategy and policy
28
Plan : Develop global communication strategy
Target audience Communication channels Scope (geographic and demographic) Central communication axis Schedule activities and operations Minimize noise
29
Plan : Timeline
time impact time coordination time responses chronological planning
30
Plan
intro dev timeline tools ressources implementation
31
Plan : Mean (tools)
Diversify channels Consider communication means at 3 levels: micro (interpersonal) middle (institutional) macro (social)
32
Resources
Financial Humain Technical
33
Plan : Implementation
Ensure information acess Keep team informed Verify information Manage information overload Adress Rumors Anticipate events
34
Plan : DO NOT
segment the media avoid internal-external separation u have to stay flexible, acknowledge opinion leaders
35
Roles and responsibility of communication team
Leaders/facilitator - manage team, encourages debates and discussions Senior Official - Voicing CEO - settles the debates and decisions -along the chain of command Experts Dircom - Upward functions: represents the perspective of int. and ext. stakeholders - Downward functions: inform to int and ext Spokesperson
36
Practical tips : communication team
7-8 ppl Resist internal and external pressure when making decisions Avoid being overwhelmed by (mis)informations Ensure team members do not form personal affinities; steer clear of any collusion Don't rely solely on the decisions or recommendations of one person, even if they are the opinion leader Seek external, non-expert perspective (a naive viewpoint)
37
Bracing for impact : Get ready for crisis
Be Prepared with Information, Speeches, Messages... CEO announcements and statements: Clear leadership communication Management decisions: Strategic choices delivered with precision Expert evaluations, opinions and recommendations: concise and credible insights Press & media communications Press releases, press packs, short messages: Follow press agency formats Web pages, extranets, social media, dark websites: Consistent and accessible information Expert evaluations, opinions and recommendations: concise and credible insights Internal communication Employee magazine, intranet, newsletters: Keep staff informed and engaged Messaging for key stakeholders Citizens, partners, customers, suppliers: Tailored communication for each group Message delivery Clear, short, and impactful: Focus on core information Be creative: Use visuals, videos, models, and tables. Avoid vague language: Be precise and accurate
38
Effective channels of communication
internet and web radio printed media TV
39
strategies (Patrick Lagadec)
Transparency Discretion Concealment
40
Strategies (jean pierre Piotet)
Total rejection Absentee (no comment) Scapegoat Acceptance Amalgam (not only my fault)
41
Strategies (Marie-Helene Westphalen)
Silence Attack (deny but regain trust) Transfer Acknowlegedment Regulate w discretion
42
Nona Filde
I had no idea
43
Distancing strategies
Redirect Counter-attack (agressive) Rhetoric of consipracy
44
External accusation
Bottom up (supervisors fault) Worst elsewhere New baptism Victimization Avoiding the worst case scenario (worst has happened)
45
Silence
Initial silence: withhold information regarding the crisis Secondary silence : refusal to disclose information after media coverage to prevent complications and public controversy
46
Use silence when:
There is a counter-event that may redirect public attention The secret can be maintained without risk of leaks The source of allegations is not credible, indicating
47
Scapegoat
identify an individual, organization, or institution to take blame for the crisis, even if they are completely or partially innocent - internal conviction
48
Changeover
Total Negation : Assert that there is no link between the crisis and ongoing events by claiming the source of the crisis has been resolved previously Partial Denial : Shift organizational identity Past Records : Refer to historical records to provide evidence of real change
49

CMN Crisis (9 decks)

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