Anche questo articolo è stato estrapolato dal mio lavoro personale sulla Crisis Communication. E’ scritto in inglese e potreste trovare dei refusi. Poco importa, ho preferito condividere qui un po’ di materiale. In questo articolo chiariamo le idee su cosa deve contenere un Piano di Crisi.
There’s no only one way to proceed when crisis has already occured, but here we can find a model described by three Italian communicators, Giampietro Vecchiato, Luca Poma and Enrico Finucci, edited by “Il Sole 24 Ore”. They developed a method based on the individuation of three phases:
- Research: in the pre-crisis period every organization should always be within this stage, being ready for a possible crisis and trying to prevent it in every possible way. During this phase it is necessay to observe and monitoring the organizzation weaknesses, trying to prepare the staff and creating a crisis unit, including a crisis communication plan and crisis training activities.
- Response: in the crisis phase. It is the warmest and most delicate phase of the process of crisis management and communication. It begans exactly in the moment in wich the crisis erupts and does not end until the situation will not return into normal parameters.
- Recovery: in the post-crisis time, with final considerations about mistakes tha have been done and with the creation of a memorandum. In this last phase the organization prepares a strategy for an immediate renewal, trying to take advantage of unexpected opportynities created by crisis and trying to improve the settings of the first phase, the research one, in order to avoid the same mistakes in the future.
Crisis communication can be defined as “the collection, processing, and dissemination of information required to address a crisis situation” (W.R. Crandall, J.A. Parnell, J.E. Spillan, “Crisis Management, Leading in the new strategy landscape”);
This definition could represent an ongoing referement during all three different phases. In the pre-crises phase a good crisis communicator has to collect information about warning signals, take important decision about how to tackle a potential crisis and train the people who will form the crisis communication team.
In the second phase, crisis management team has to create an effective strategy, analysing all the information founded, facilitating the process of decision making and spreading chosen messages to stakeholders. In his book, Body of Truth, Dan Hill provides evidence that telling real stories can help to differentiate an organization. Stories – real stories – add depth to reputations and connect with audiences. Gather the information and then share it. Celebrate behaviours. Real stories provides ongoing evidence to support its reputation and become part of the corporate fabric. PR drives it. As discussed in the book “The Fall of Advertising and the Rise of PR”, PR leads in brand development and reputation management. It lights the fire. Advertising and other disciplines fan the flames. With media and research databases that retain information to perpetuity, the ease and power of searching for information on the internet and newly ingrained habits of searching for information first before acting, positive PR can take on a life of its own. With the databases of the world filled with positive information about your organization, its people and deeds, a crisis may be viewed as just a slight blemish on an otherwise perfect subject. Your organization has proven itself over time. Evidence abounds. What is the source of the aberration? Is it a one-off occurrence? Happenstance? An attack by a gadfly with questionable motives? In the post crises phase team should evaluate their own actions during crisis creating a follow-up crisis message to officially leave crisis behind.
(Peter Anthonisen – Crisis Communication – Practical PR Strategies).