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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)

21
Q
A
22
Q
A
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
Q

Applicative plan

A

(descendant)
Crisis communication strategy follows the master plan, plays a technical rather than a strategic role

26
Q

Objective-based plan

A

Systemic approach: Reflects the organization as an interconnected network

Functional approach: Identifies methods to achieve specific functions in crisis situations

27
Q

Plan : introduction

A

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
Q

Plan : Develop global communication strategy

A

Target audience
Communication channels
Scope (geographic and demographic)
Central communication axis
Schedule activities and operations
Minimize noise

29
Q

Plan : Timeline

A

time impact
time coordination
time responses
chronological planning

30
Q

Plan

A

intro
dev
timeline
tools
ressources
implementation

31
Q

Plan : Mean (tools)

A

Diversify channels
Consider communication means at 3 levels:
micro (interpersonal)
middle (institutional)
macro (social)

32
Q

Resources

A

Financial
Humain
Technical

33
Q

Plan : Implementation

A

Ensure information acess
Keep team informed
Verify information
Manage information overload
Adress Rumors
Anticipate events

34
Q

Plan : DO NOT

A

segment the media
avoid internal-external separation
u have to stay flexible, acknowledge opinion leaders

35
Q

Roles and responsibility of communication team

A

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
Q

Practical tips : communication team

A

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
Q

Bracing for impact : Get ready for crisis

A

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
Q

Effective channels of communication

A

internet and web
radio
printed media
TV

39
Q

strategies (Patrick Lagadec)

A

Transparency
Discretion
Concealment

40
Q

Strategies (jean pierre Piotet)

A

Total rejection
Absentee (no comment)
Scapegoat
Acceptance
Amalgam (not only my fault)

41
Q

Strategies (Marie-Helene Westphalen)

A

Silence
Attack (deny but regain trust)
Transfer
Acknowlegedment
Regulate w discretion

42
Q

Nona Filde

A

I had no idea

43
Q

Distancing strategies

A

Redirect
Counter-attack (agressive)
Rhetoric of consipracy

44
Q

External accusation

A

Bottom up (supervisors fault)
Worst elsewhere
New baptism
Victimization
Avoiding the worst case scenario (worst has happened)

45
Q

Silence

A

Initial silence: withhold information regarding the crisis
Secondary silence : refusal to disclose information after media coverage to prevent complications and public controversy

46
Q

Use silence when:

A

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
Q

Scapegoat

A

identify an individual, organization, or institution to take blame for the crisis, even if they are completely or partially innocent
- internal conviction

48
Q

Changeover

A

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
Q
A

CMN Crisis (9 decks)

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