Effective Risk and Crisis Communication Strategies

Posted on Mar 23, 2025 in Business Administration and Management (BAM)

Risk and Crisis Communication

A crisis, in a business context, represents a significant turning point. While often perceived negatively, a crisis is characterized by risk and uncertainty, but not necessarily irreparable damage. As Kathleen Fearn-Banks stated, it’s possible for an organization to improve during a crisis.

Understanding Crisis Communication

  • Are we facing a communication crisis?
    • 1. It arises suddenly and unexpectedly, although this doesn’t mean it couldn’t have been anticipated and prepared for.
    • 2. The incident disrupts corporate communication.
    • 3. It acquires public importance.
    • 4. Although the origin is irrelevant to communication, it impacts information processing needs.

The impact of a crisis depends less on its objective characteristics and more on the public’s perception. The communicator’s objective should be to restore and repair the organization’s reputation as quickly as possible.

Generalizations in Crisis Communication

  • 1. Increased media attention to disasters or catastrophes.
  • 2. Growing demands on companies regarding defects and negligence in goods and services.
  • 3. The impact of errors by entrepreneurs and managers on the social perception of business.

Typology of Crises

  • 1. Natural disasters
  • 2. Serious functional failures
  • 3. Crises of a social nature

Sectors Most Sensitive to Crises

Industries considered dangerous or polluting, pharmaceuticals, transportation, and food sectors are particularly vulnerable.

Specific Factors in Crisis Communication

  • a) Temporal factor
  • b) Emotional factors (those affected evolve through stages):
    • b1. Surprise, shock, anger
    • b2. Negotiation and acceptance

Preventive Policies

  • 1. Audit of potential risks.
  • 2. Identification of publics likely to be affected by the crisis. Create a Public Map.
  • 3. Design of an action plan for each scenario.
  • 4. Selection of the right personnel.
  • 5. Communication of the plan and rehearsal.

Strategy

  • 1. Proactive (taking the initiative to report).
  • 2. Preventive (providing information upon request to avoid further escalation).

Action Plan

  • 1. Election of a committee: Coordinated, multidisciplinary, with decision-making capabilities, and external advisors.
  • Committee Functions: Develop a communication plan, create a crisis communication manual, centralize information, and anticipate alarming social trends.
  • 2. Appointment of a spokesperson: Designating a primary individual whose mission is to channel the flow of information.
  • Spokesperson Guidelines: Deliver sincere, clear, and concise messages; offer absolute availability; identify journalists and their outlets; engage in dialogue; emphasize the positive; avoid disputes; provide corporate context; give reasons when unable to answer; avoid hypothetical responses; maintain a professional physical appearance; and use “off the record” comments prudently.

The Role of the Internet

The internet facilitates open dialogue with the public, aids in prevention planning, and has contributed to the management of existing crisis operational manuals. Three key developments include:

  • 1. Real-time responses.
  • 2. The committee doesn’t need to be a single entity in one location.
  • 3. Communication with the public is improved.

Situational Theory of Publics

  • 1. Non-public
  • 2. Latent public
  • 3. Aware public
  • 4. Active public (groups that recognize the problem and its consequences, organize quickly, and utilize network resources).

Online Crisis Management Tools

  • 1. Website stored on the corporate intranet.
  • 2. Online Press Office (24/7, borderless, immediate, and allows for feedback).
  • 3. Monitoring of online rumors and newsgroups.