MEJO 533 Midterm Flashcards
Fink’s four-stage model of crisis management
prodromal, crisis breakout or acute, chronic, resolution
Richardson’s three-stage model of crisis management
precrisis or predisaster phase, crisis impact or rescue phase, recovery or demise phase
The regenerative model of crisis
The precrisis phase is all factors that occur prior to a crisis. The crisis is simply a point in time. The initial crisis is either an event or a realization. An event is some action that demonstrates the existence of the crisis. A realization is when managers recognize that stakeholders view the organization as violating key expectations, such as the quality of the product or service. The turning point is the dynamic aspect of the regenerative model that introduces complexity. It occurs when events or actions reframe and redefine the crisis.
Steps to a full apology
acknowledge the crisis, accept responsibility, include a promise not to repeat the crisis, express concern and regret
Full apology
taking complete responsibility for a mistake, expressing sincere regret, and acknowledging the harm caused
Partial apology
just an expression of concern and regret
Importance of opening statement to the organization
allows them to set the scene and the tone for the press conference, as well as define the topics that the press conference will cover and give an initial direction for questions to go
NIMS
National Incident Management System – developed by the Department of Homeland Security to allow for easier integration of agencies that respond to disasters. The idea is that responders from different jurisdictions and disciplines can work together more effectively to respond to disasters, both natural and terrorist initiated
CMT
Crisis Management Team – a cross-functional group of people in the organization who have been designated to handle any crises and is a core element of crisis preparation
EOC
Emergency Operations Centers – the centralized location of emergency response and recovery support operations during incidents
CCMP
Comprehensive Crisis Management Program – a comprehensive strategy designed to guide an organization’s response and actions during a crisis
SCCT
Situation Crisis Communication Theory – identifies response and defense strategies that organizations can use to handle a crisis. It’s based on who was responsible for causing the crisis as well as how significant the threat is to the business or organization’s reputation
MUM effect
Minimizing Unpleasant Messaging effect – people in organizations have a tendency to withhold negative information completely or alter the information to make it less damaging
CSR
Corporate Social Responsibility – the management of actions designed to affect an organization’s impacts on society
RSS
Really Simple Syndication – a web feed that allows others to follow and publish your content, allows stakeholders to expand the reach of the crisis message by sending it to other stakeholders
Malevolence (crisis typology)
when some outside actor or opponent employs extreme tactics to attack the organization, such as product tampering, kidnapping, or terrorism
scansis (crisis typology)
When a crisis also becomes a scandal, a scansis is created. A scansis creates a sense of moral outrage that is lacking in many operational crises. The moral outrage is driven by perceptions of injustice and greed.
adjusting information
crisis response strategy that helps stakeholders cope psychologically with the crisis. It aims to correct misinformation, express concern about the situation, and potentially outline corrective actions being taken
instructing information
crisis response strategy that focuses on telling stakeholders what to do to protect themselves physically in the crisis
Intuitive decision-making
naturalistic decision-making, how people use experience to make real-world decisions
rule-based decision-making
finding a rule that can be applied to events in the crisis, there is an assumption that a set of rules does exist
analytical decision-making
most commonly used in crisis training, decision-makers are taught a process for making decisions
managing reputation
crisis response strategy that involve the words (verbal aspects) and actions (nonverbal aspects) the organization directs toward stakeholders during a crisis
denial posture
defense posture that involves attacking the accuser, denial, scapegoating
diminishment posture
defense posture that involves excusing, justification
rebuilding posture
defense posture that involves compensation, apology
bolstering posture
defense posture that involves reminding, ingratiation, victimage
drill
a supervised exercise that tests one crisis management function, such as employee notification or evacuation
tabletop exercise
a guided analysis of a crisis situation
functional exercise
a simulated interactive exercise
full-scale exercise
the simulation of a real crisis as closely as possible
Corrective action: action taken to adopt policies and procedures to prevent further complaints and the potential of a highly visible recall, battle with customers, or both
perceived salience
related to the crisis assessment dimensions of impact and likelihood, the greater the possible loss or probability of loss, the greater the perceived salience of a crisis for managers
immediacy
the time pressure involved with the crisis and relates to the velocity aspect of crisis threat assessment
uncertainty
the amount of ambiguity associated with a problem
crisis
a potentially hazardous or damaging natural or human made event that has the potential to threaten life, safety, property, reputation and to disrupt standard operating procedures
disaster
events that are sudden, seriously disrupt routines of systems, require new courses of action to cope with the disruption, and pose a danger to values and social goals
incident
an event or occurrence that, if not managed appropriately, could escalate into a full-blown crisis
negligent failure to plan
if an organization does not take reasonable action to reduce or eliminate known or reasonably foreseeable risks that could result in harm
OODA model
observe, orient, decide, act loop that can be used as a framework to explore crisis mitigation because of the emphasis on finding and responding to stimuli in the environment
stakeholder power
the ability of the stakeholder to get the organization to do something it would not do otherwise
stakeholder mapping
identifies the stakeholders relevant to the organization, one approach in risk management used to identify the risks associated with the various stakeholders
S.W.O.T. analysis
strengths, weaknesses, opportunities, threats that can be analyzed in relation to crisis preparations and management
apology
an admission of guilt
dark site
a section of a website or a completely separate website that has content but no active links, when a crisis hits, the CMT can activate the link, and the dark site becomes accessible
legitimacy
actions that are considered desirable, proper, or appropriate according to some system
willingness
stakeholders’ desire to confront the organization about the problem
scanning
the process of actively monitoring the environment, including news, social media, and other relevant sources, to identify potential crisis situations before they escalate
signal detection
identifying early warning signs or signals within that monitored environment that could indicate a developing crisis, allowing for proactive response
red flag
a warning sign or indicator of a potential issue that could escalate into a full-blown crisis, prompting immediate attention and action from a company or organization
monitoring
following the development of the warning signs
reputation
an external assessment of what the stakeholders are making based off of what they’ve seen and experienced from your client, what they believe and perceive
risk management
the proactive process of identifying potential issues or events that could lead to a crisis, assessing their likelihood and potential impact, and taking steps to mitigate or prevent them from occurring
vulnerabilities
weaknesses that could develop into crises
trigger event
something that marks the beginning of the crisis or causes managers to realize they are in a crisis
likelihood and impact
the chance of something developing into a crisis and the effect that it would have on the organization
mitigation
steps taken to avoid crises
refutation
argue that the organization’s actions or policies are responsible and appropriate
repression
try to silence the challengers by preventing them from creating and spreading messages
reform
actively changing or improving the way an organization communicates during a crisis
repentance
a strategy that simply asks for forgiveness
frame/framing
the way a problem is presented, the meaning one attaches to the problem
coding
a system of using specific language or phrases to quickly and efficiently communicate critical information internally within an organization during a crisis
dashboard
a technique for simplifying data reporting by displaying a small number of important summary measures together in one location
recovery
denotes the organization’s attempts to return to normal operations as soon as possible following a crisis
sentiment analysis
indicates if the messages are positive or negative for an organization
silence
passive response and reflects uncertainty and passivity, the exact opposite of what an organization should be attempting to create
transparency
a variation of openness, includes availability to the media, willingness to disclose information and honesty
templates
prewritten statements that require only a few blanks to be filled in before they are released
press/media kit
set collection of information about the organization
uncertainty reduction theory
uncertainty creates a need to communicate
message overload
when people are given more information than they can competently manage
paracrisis
situations where crisis managers must manage a crisis risk in full view of its stakeholders
stakeholders
any individuals or groups that have an interest in or could be affected by a crisis situation
