Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

Crisis Comms > Midterm > Flashcards

Midterm Flashcards

1
Q

What are coombs 3 stages of crisis

A
  1. Precrisis
    - signal detection
    - crisis prevention
    - crisis preparation
  2. Crisis event
    - crisis recognition
    - crisis containment
  3. Post crisis
    - prepare for next crisis
    - leave for positive impression stakeholders
    - ensure the crisis is truly over
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

What are the two definitions of crisis

A
  • some breakdown in a system that creates stress

- organizational crisis or disaster

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

What is an organizational crisis?

A

the perception of an unpredictable event that threatens important expectancies to stakeholders related to health, safety, environmental and economic issues and can seriously impact an organization’s performance and generate negative outcomes

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

How do you handle crisis management

A

Prepare
Response
Revision

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

What can social media do for comm management

A

Allow for participation, openness, conversation, communities and connectedness

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

4 strategies for responses to challenges

A

refutation
repression
reform
repentance

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

issue management

A

focuses on anticipating, planning and proactively managing issues to minimize negative organizational impacts and create competitive opportunities

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Issue definition

A
  1. a contestable difference of opinions
  2. a gap between the action of an organization and the expectations of its shareholders
  3. an event, trend or condition which creates, or has the potential to create, a significant impact affecting the organization
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Risk communication

A

purposeful, iterative exchange of information among individuals, groups and institutions related to the assessment characterization and management of risk

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Risk communication is characterized by:

A
  • lengthy preparation time
  • using understanding to drive behaviour
  • focusing on consequence
  • lower audience involvement of belief
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

What is risk analysis?

A

assessment of internal and external dangers to understand, monitor, minimize and control potential dangers on resources and the campaign in order to maximize the opportunities

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

A crisis is an event that

A
  • is unexpected but not anticipated
  • decreases sense of control
  • increases public scrutiny
  • incites stakeholder uncertainty
  • has high potential to adversely affect reputation
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

8 types of crisis

A
  1. natural
  2. technological
  3. Confrontation
  4. Malevolence
  5. Organizational misdeeds
  6. Workplace violence
  7. Rumours
  8. Terrorist attaches or disasters caused by human error
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Things to remember from Tony Jaques

A
  • Issue management is a way to enable participation in the public policy process
  • NGOs and community activists utilized IM to demand greater public participation
  • easier to define crisis management, a definition for crisis has been a challenge for over 3 years
  • crisis management can be compared through en event and a process
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Traditional crisis

A

has high potential to adversely affect reputation

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Steps in crisis model

A
  1. issue identification
  2. issue analysis
  3. issue change, strategy option
  4. issue action program
  5. evaluation
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

Affleck’s RadarScan

A
  1. Soul
  2. Scan
  3. Analyze
  4. Strategy
  5. Action
  6. Review
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

Issues management model

A
  1. Research
  2. Action/plan
  3. Communication
  4. Evaluation
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

Things to remember from the Straub reading

A
  • identifying issues is critical for successful business
  • issue management: monitoring relevant media and info to inform strategic management
  • make use of stakeholder mapping to be aware of the unfolding of issues, potential crises and involved stakeholders therewith
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

Coombs 5 step crisis prevention model

A
  1. Identify sources to scan
    - traditional news media
    - online media
    - risk assessment source
    - reputation sources
  2. Collect information
    - content analysis, interviews
    - organizational information
    - customer complaints
    - stakeholder maos
  3. Analyze information
    - likelihood vs. impact
    - expectation gaps
    - consider stakeholder power from coalitions, legitimacy, willingness
    - crisis sensing within your organization
    - establish mechanisms for funnelling relevant information
    - assessment criteria for warning sign-related information
  4. Take preventative action
  5. Evaluate effectiveness of threat reduction
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

Formula

A

issue/crisis threat = likelihood X organizational impact X stakeholder impact

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

What are Coombs’ 2 steps to issue/crisis sensing mechanisms

A
  1. Locating the source of the crisis
  2. Funnelling the information to central point
  3. Making sure the information is analyzed
23
Q

Purpose of issue management

A
  1. determine if our organization will respond or not
  2. get our org in an anticipatory mode
  3. avoid a crisis situation
  4. attempt to gain control of the issue early to diffuse its force or re-orient its path
24
Q

Evaluation of hierarchy of objectives

A
  1. awareness objectives
  2. acceptance objectives
  3. action objectives
25
Q

Measurable objectives: evaluation

A
  • outputs
  • outtakes
  • outcomes
26
Q

Why is risk communication not risk management?

A

RM identifies, assesses and prioritizes business risks and attempts to use resources to minimize, control and reduce the probability of events occurring

27
Q

What is a possibility?

A
  • a significant negative development will occur
  • organizational legitimacy will be tested
  • will be mitigated through public cooperation
  • interpreted on an individual level
28
Q

Risk Communication is characterized by:

A
  • lengthy preparation time
  • using understanding to drive behaviour
  • focusing on consequence
  • lower audience involvement
29
Q

Defining risk communication

A
  • More than an issue, but not yet a crisis
  • purposefully put into the public domain
  • extremely high expectations of accountability
  • focus generally tends to be more on a solution than the cause
30
Q

Function of good risk communication practice:

A
  • scientific assessment of risk
  • good risk communication practices
  • public perception of risk
31
Q

Risk

A

involves the tension between harm and benefit

32
Q

Risk communications

A

-arises from risks people suffer or fear they suffer in their places of work, residence and daily activity

33
Q

Examples of risks that become crises

A

-three mile island nuclear plant meltdown

34
Q

Risks that continue to occur

A
  • tobacco and cancer
  • alcohol and driving
  • led in children’s toys
35
Q

Key elements of risk comms

A

different needs to different players:

  • audience: needs to have trust in the org
  • org: needs to delineate the benefits
  • recipients: need to be afforded some control
36
Q

Risk comms aims to

A
  • build, maintain and restore trust
  • improve knowledge & understanding
  • encourage attitudes, decisions, action and behaviour
37
Q

What was risk comms in the 70-80s?

A
  • tell them the numbers
  • explain the numbers
  • compare to other risks
38
Q

What was risk comms in the 90s?

A
  • outline the benefits

- acknowledge concerns

39
Q

What was risk comms in the 2000s?

A
  • make them partners
  • build advocacy
  • have public events connect with social media
40
Q

Covello’s CCO Formula

A

compassion, conviction and optimism

41
Q

Build trust through

A
  • empathetic listening 50%
  • open honest 30%
  • competence 20%
42
Q

Draw Sandman’s Hazard outrage and different examples of hazards

A

Top: high hazard
Left: high outrage
Right: low outrage
Bottom: low hazard

43
Q

Forms of evaluation

A
  • status review
  • ongoing testing
  • summary review
  • measuring success
  • evaluation tools
  • qualitative v. quantitative
44
Q

Media questions on risk

A
  • who owns the problem?
  • who is involved?
  • what it being done or what isn’t?
  • whats at stake?
45
Q

Media questions for stakeholders:

A
  • which are most affected
  • Which are most influential?
  • What is their level of knowledge
46
Q

Media questions for establishing humanity?

A
  • show emotions
  • acknowledge fear
  • express wishes
  • talk about yourself
  • don’t be too professional
  • follow up
47
Q

Mental stresses or risk

A
  • difficulty hearing: need their trust
  • difficulty understanding: keep it simple
  • difficulty remembering: reinforce the message
48
Q

Perceptions of high risk

A
  • invisible agent of organizational person
  • inescapable crisis looming
  • slowly communicated risk
  • hidden cause
  • new and poorly understood risk cause or event
49
Q

Perception of risk chart

A

Top: unknown risk
Left: not dreaded
Right: dreaded
Bottom: known risk

50
Q

Trusted is rooted in 4:

A
  • approach
  • response
  • competence
  • commitment
51
Q

Trust is highest when 4:

A
  • values and goals are clear
  • decisions are inclusive and open
  • organizations act first
  • public is included and part of the process
52
Q

Types of audience engagement:

vs. audience informent:

A
  • active, passive, attentive

- emotional, learning, educated

53
Q

What cultural influences can impact risk comms?

A
  • interpretations/assumptions
  • perceptions
  • behaviours
  • ways of interacting
  • sense of self

Crisis Comms (1 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions