6 Flashcards
Wat is een paracrisis
A publicly visible threat that may seem like a crisis or may be the
beginning of one
A pre crisis phase
Wat zijn de twee stappen om te dealen of een crisis te voorkomen
Step 1. Anticipation
* the capacity of organizations to predict and prevent potential crisis scenarios from arising before they have occurred
* Developing scenarios and crisis contingency plans
Step 2. Resilience
* the ability to actually cope with a crisis once it occurs
* Training employees
* Having operational systems
Hoe kan een crisis een reputational and financial threat worden
Stakeholders may change interaction
Negative word-of-mouth (WOM)
Wat zijn de 5 levels van contingency plans
Stage 1: Minimal planning around a few contingency plans drawn up for an emergency response
Stage 2: More extensive planning but limited to natural disasters and potential human errors
Stage 3: Extensive contingency plans with crisis procedures for probable natural disasters and human errors, training of personnel so that employees can implement these crisis procedures
Stage 4: Similar to stage 3 but involves an organization-wide consultation of potential crises and their impact on stakeholders
Stage 5: Finally, involves all the previous stages but also incorporates environmental scanning and early warning systems to identify crises as early as possible
Hoe kan accumulated reputational capital als buffer werken bij een crisis
The longterm image people have of an organisation can protect the organisation from bad effect from the crisis and lead to a halo effect where when people have a positive idea of the organisation they see the crisis more positive than the real situation
Wat is een organisational stigma
When stakeholders think a company has a big problem that keeps coming up, like bad leadership or products that don’t work well. This makes people lose trust in the company and want to stay away from it.
Wat is de rol van communication managers
- Protect reputation & limit damage
* First crisis response: release info to media and to directly concerned
* Disseminating information and establishing dialogue - Determine responsibility and communicate with stakeholders
* Framing the crisis – depending on organization’s responsibility
Wat is de crisis type matrix
if an accident is internal or external and intentional or unintentional
The internal–external dimension refers to whether the crisis resulted from something done by the organization itself (e.g. the actions of managers) or instead was caused by some person or group outside of the organization
The intentional–unintentional dimension relates to the controllability of the crisis. Intentional means that the crisis event was committed deliberately by some actor. Unintentional means that the crisis event was not committed deliberately by some actor
Accidents: Unintentional and internal
Faux pas: Unintentional and external
Transgression: Intentional and internal
Terrorism: Intentional and external
Wat is een accident
Unintentional and internal
Product defects, employee injuries and natural disasters are all examples of accidents
Wat is faux pas
An unintentional action which is transformed into a crisis by
an external actor (e.g. an NGO). A faux pas often begins as an issue between an organization and a particular external actor who challenges the appropriateness of the organization’s actions
Wat is transgression
Intentional and internal acts taken by an organization that knowingly place stakeholders or publics at risk or harm. Knowingly selling defective or dangerous products, withholding safety information from authorities, violating laws
Wat is terrorism
Intentional and external
Product tampering, hostage taking, sabotage and
workplace violence are all examples of terrorism
Welke verschillende crisis communication strategies zijn er
Non-existence: Claim of denying the crisis
Distance: Claim of distancing the organization from direct responsibility for the crisis
Association: Claim of connecting the organization to things positively valued by stakeholders and publics
Suffering: Claim that the organization suffers from the crisis
Acceptance and accommodation: Perception of high level of responsibility
Welke verschillende non existence strategies zijn er
Denial:
A simple statement denying that a crisis exists
Clarification:
An extension of the denial tactic with attempts to explain why there is no crisis
Attack and intimidation:
A tactic of confronting the person or group who claims that a crisis exists; may include a threat to use “force” (e.g. lawsuit) against the accuser
Welke distance strategies zijn er
Excuse:
A tactic of denying or volition by scapegoating others for the crisis
Downplay:
A tactic of convincing stakeholders or the general public that the situation is not that bad in itself or compared to other crises
Use by Faux pas and natural accidents
