|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||
|
|
|
||||||
|
||||||||
|
Books 911; The School Administrator's Guide to Babbage, Keen J. Abnormal Situation Management Nimmo, Ian Advances in Telecommunications Managemen Sheth, Jagdish N.; edt After Atlantis; Working, Managing, & Leading in Turbulent Times Hamson, Ned After Atlantis; Working, Managing, & Leading in Turbulent Times Hamson, Ned Before Crisis Hits: Building a Strategic Smith, Larry L. And Millar, Dr. Dan P. Abstract: Before Crisis Hits: Building a Strategic Crisis Plan for Colleges Care in Crisis Intervention Everly, George S.; Jr. Computing & Communications in the Extrem National Research Council, Computer Scie Crises Response Planning; A Procedure Manual for Schools Opalewski, Dave Crises Response Planning; In-Service Training Workbook Crisis & Renewal; Meeting the Challenge of Organizational Change Hurst, David K. Crisis & Risk Communications; Pocket Tip McLoughlin, Barry J. Crisis Communication Management Anthology; War Stories & Crisis Communication Strategies, 2nd ed., REV James E. Lukaszewski Crisis Communication Management Guide; Media Relations During Emergencies,3rd ed.,REV James E. Lukaszewski Crisis Communication Management Workbook; A Step-by-Step Process to Develop Your Crisis Communication Management Plan, 3rd ed., REV James E. Lukaszewski Crisis Communications in Healthcare: A Pines, Wayne; Wyatt, Lisa; Smith, Larry Abstract: Crisis Communications in Healthcare: A Delicate Balance Crisis Communications; What Every Executive Needs to Know Dougherty, Devon Crisis Counseling; What to do & Say During the First 72 Hours Wright, H. Norman Crisis Counselling Janosik, Ellen Crisis Leadership: Planning for the Unth Mitroff, Dr. Ian I. Crisis Leadership: Planning for the Unth Mitroff, Dr. Ian I. Crisis Management Lines Crisis Management & Brief Treatment; Theory, Technique, & Applications Roberts, Albert R.; edt Crisis Management & Decision Making; Simulation Oriented Scenarios Rosenthal, Uriel; edt Crisis Management and Communication:How Smith, Larry L. And Millar, Dr. Dan P. Crisis Management in a Cross-Cultural Setting Burak, Patricia Crisis Management in Catholic Schools Batsis, Thomas M. Crisis Management in the Food & Drinks Industry; A Practical Approach Doeg, Colin Crisis Management in the Power Industry; An Inside Story Ledger, Frank Crisis Management in the Schools; The Legal Implications National School Boards Association Staff,; edt Crisis Management Strategy; Competition & Change in Modern Enterprises Booth, Simon A. Crisis Management Strategy; Competition & Change in Modern Industries Booth, Simon A. Crisis Management: Planning for the Inev Fink, Steven Abstract: Crisis Management: Planning for the Inevitable Crisis Management; A Guide to School Crises & Actions Taken Herman, Jerry J. Crisis Management; A Model for Managers Baker, Wheeler L. Crisis Management; A Work Book for Managers Richardson Crisis Marketing; When Bad Things Happen to Good Companies, 2nd ed. Marconi, Joe Crisis Response; Inside Stories on Managing Image under Siege Gottschalk, Jack A. Diplomacy & Crisis Management Xhudo Disaster Planning & Recovery; A Guide for Facility Professionals Levitt, Alan M. Disaster Planning & Recovery; A Guide for Facility Professionals Levitt, Alan M. Disasters; Mental Health Interventions Weaver, John D. Dynamic Processes of Crisis Negotiation; Rogan, Randall G. Dynamic Processes of Crisis Negotiation; Theory, Research, & Practice Rogan, Randall G. Emergency Exercise Handbook; Evaluate & Integrate Your Company's Plan Gillis, Tracy K. Emergency Management Planning Handbook Sikich, Geary W. Emergency Planning for Maximum Protection Gigliotti, Richard Euphemism, Spin & the Crisis in Organizational Life Stein, Howard F. Executive Action Crisis Management Anthology; 1992 Edition Lukaszewski, James E. Executive Action Crisis Management Workbook Lukaszewski, James E. Executive Action Emergency Media Relations Guide Lukaszewski, James E. Exxon Valdez; The Great Crisis Management Paradox Lukaszewski, James E. Harvard Business Review on Crisis Mgmt Various Abstract: Harvard Business Review on Crisis Management How to Prepare for & Respond to a Crisis Lichtenstein, Robert Improving International Crisis Communications; Final Report of the Study Group on Crisis Communications Mazarr, Michael J. It Can't Happen Here; All Hazards Crisis Management Planning Sikich, Geary W. Keeping Cool on the Hot Seat Hoffman, Judith C. Management Crisis & Business Revolution Harte, John Managing Competitive Crisis; Strategic Choice & the Reform of Workrules Wright, Martyn Managing Competitive Crisis; Strategic Choice & the Reform of Workrules Martyn Wright Managing Outside Pressure; Strategies for Preventing Corporate Disasters Winter, Matthias Only the Paranoid Survive!; How to Exploit the Crisis Points that Challenge Every Company & Career Grove, Andrew S. Only the Paranoid Survive!; How to Exploit the Crisis Points that Challenge Every Company & Career Grove, Andrew S. Overdrive; Managing in Crisis Filled Times Silva, Michael Preparing for Crises in the Schools; Manual for Building School Crisis Response Teams Sandoval, Jonathan Preventing Chaos in a Crisis; Strategies for Prevention, Control, & Damage Limitation Lagadec, Patrick Random Access; On Crisis & Its Metaphors Buchler, Pavel Responding to Communities in Crisis; The Training Manual of the Crisis Response Team NOVA (Young) Staff Risks & Crisis Communications; Pocket Tips Booklet McLoughlin, Barry School Crisis Management Smith, Judie School Crisis Management; A Team Training Guide Johnson, Kendall School Crisis Survival Guide; Management Techniques & Materials for Counselors & Administrators Petersen, Suni Situations in Law Enforcement & Corrections McMains, Michael J. Strategic Communication in Crisis Management; Lessons from the Airline Industry Ray, Sally J. Strategic Communication in Crisis Management; Lessons from the Airline Industry Sally J. Ray Strategy in Crisis; Why Business Urgently Needs a Completely New Approach De Kare-Silver, Michael Strategy in Crisis; Why Business Urgently Needs a Completely New Approach De Kare-Silver, Michael The Crisis Counselor Caponigro, Jeffrey The Crisis Counselor; The Executive's Guide to Avoiding, Managing & Thriving on Crisis That Occur in All Businesses Caponigro, Jeffrey R. Book s The Crisis Manager; Facing Risk & Respon Lerbinger, Otto Books The Crisis of American Savings & Loan Associations; A Comprehensive Analysis Turck, Karsten F. The Cultural Crisis of the Firm Schoenberger, Erica The Essential Guide to Managing Corporate Crises; A Step-by-Step Handbook Surviving Major Catastrophes Mitroff, Ian I. The First Twenty-Four Hours; A Comprehensive Guide to Successful Crisis Management Ten Berge, Dieudonnee The Function of Intelligence in Crisis Management McCarthy, Shaun P. The International Simulation & Gaming Yearbook; Simulations & Games for Emergency & Crisis Management Powell, Tony edt The Small Business Owner's Guide to a Go Traverso, Debra Koontz Abstract: The Small Business Owner’s Guide to a Good Night’s Sleep The Year 2000 Crisis; Developing a Successful Plan for Information Systems Computer Technology Research Corp. Staff Total Contingency Planning for Disasters; Managing Risk... Minimizing Loss... Ensuring Business Continuity Myers, Kenneth N. Two New Tools & a Working Method for Crisis Management of Accidental Spills at Sea Koops, Weird Weapons, Culture & Self-Interest; Soviet Defense Managers in the New Russia Zisk, Kimberly M. What Will We Do?; Preparing a School Community to Cope with Crises Stevenson, Robert G.; edt When a Crisis Hits; Will Your School Be Ready? Decker, Robert H. Year 2000; Mom & Pop's Small Business Guide: How to Prepare Your Small Business for the Upcoming Y2K Computer Crisis Driscoll, Diana You’d Better Have a Hose if You Want to Henry, Rene A. Abstract: You’d Better Have a Hose if You Want to Put Out the Fire Articles A Blueprint for crisis management Thomas A Gorski Abstract: Regardless of the emergency, the planning process for crisis management is the same. Chief elected officers who understand what is involved can enhance their own state of readiness for dealing with a crisis when it comes knocking on their association's door. Tips include: 1. Identify possible crises. 2. Establish a spokesperson and crisis team. 3. Develop an action plan. A Case Study in Crisis Management : The Perrier Recall Barton, Laurence Abstract: In February 1990, The Perrier Group voluntarily recalled 70 million bottles of Perrier water products after it was discovered that abnormal traces of benzene were found in samples. Perrier company managers arranged to have an 800 telephone number set up and promoted so that consumer concerns could be addressed, even though there was no apparent health risk. The company later determined that the problem was caused by a faulty filtering process. With alterations to that process completed, shipments of the product from France resumed within 3 months. A company that suspects that it could face a recall or incident involving product tampering should: 1. take steps in advance to minimize risk, 2. have a written crisis management plan, 3. know how to provide a toll-free telephone number for customers at a moment's notive, 4. develop a program of media awareness, and 5. determine what human resource actions would be necessary for a product recall. A Cautionary Tale In E-Trade's Glitch; Crash Shows Internet's Vulnerability Mark Leibovich Abstract: The chief technology officer was working on 90 minutes' sleep, a fitful night even by her three-hour norm. Now, shortly after the stock market opened, Debra Chrapaty was seeing red on her monitor, and red meant crisis. It meant hundreds of thousands of online investors could not buy or sell stocks through E-Trade, the Internet brokerage whose computing operations she directed. She took a Tagamet pill to soothe her ulcer. On Wednesday, Feb. 3, one of the Internet's highest fliers was effectively grounded by a software glitch. E-Trade's 700,000 account holders were locked out of their online portfolios as the stock market was dropping in heavy trading. Every second E-Trade didn't work could threaten its viability, like a body deprived of oxygen. Internet time is unforgiving, and so are subscribers with money at stake. "Get it together E-Trade," a subscriber railed in an online chat forum, "Or you're going to the E-Grave." Yet over parts of three days, as its customers could only agonize, E-Trade was laid bare as a public microcosm of Internet frailty. It also became a corporate case study of crisis management in the Internet age, the desperate side of the exhilaration. Chrapaty and (Lisa) Nash were steeped in the ordeal: Chrapaty, 38, a former technology chief for the National Basketball Association, led the high-tech paramedics from E-Trade's offices in Alpharetta, Ga.; Nash, 40, a former State Department intern, headed damage control from the company's headquarters in Palo Alto, Calif. A grounded theory of construction crisis management Martin Loosemore Abstract: Construction crisis management research is an exploratory state where contemplated questions are of more value than hasty answers. For this reason, this paper is more concerned with theory formulation than theory testing. More specifically, it derives a grounded theory of construction crisis management which forms a useful basis for future research. It does so from an investigation of the complex patterns of communication and behavior which emerge in response to construction crises. The conclusion is that construction crisis management is about the effective control of social and behavioral instability and the conflict which arises out of it. However, effective crisis management is made difficult by the in-built defense mechanisms which construction crises appear to have. The grounded theory also is contrasted with current crisis management theory and thereby, the uniqueness of crisis management in a construction context is identified. After the Smoke Clears Overman, Stephenie Abstract: Violence in the workplace claims more than 900 lives each year in the US. Many companies are unprepared for violent tragedies. When a crisis strikes, the response has to be immediate. Human resources (HR) consultant A. L. Weide, who has experience in such situations, says that the HR manager must prepare for a crisis by developing an informal list of members who would fit on a crisis management team. Such a team may be made up of a representative from the legal office, the chief executive or someone from the chief executive's office, the HR executive, and the head of the affected operational area. This team should be established in one location where it can receive and disseminate all information, and it should be accessible 24 hours a day. The company should make sure that it does an adequate evaluation of the people it hires, and it should have an employee assistance program that acts as a safety valve to relieve tensions. An inside look at the scary world of food safety scares Warren Thayer Abstract: Rosalyn O'Hearn, director of division and brand affairs for Nestle USA Food Division, was one of the presenters at the Western Frozen Food Convention in Monterey, California, and lead a session entitled Is Your Food Company Ready for the Next Food Safety Scare?, focusing on why companies need a crisis management plan. O'Hearn said a crisis plan need not be a thick document, but should include specific responses. A series of checklists or a template can help a company go into auto pilot, she said, communicating proper information to internal and external audiences, including government authorities, company executives, brokers, employees and consumers. Other specific tips offered by O'Hearn include: 1. Work out specific products recall procedures in advance. 2. Get model news releases that are available from USDA and FDA, and customize them for your own use. 3. Have media lists available, listing key contacts, fax numbers, e-mail, etc., so media can be contacted at any time. Anticipation : Key to crisis management Wylie, Frank Abstract: The success of public relations in the current climate will be measured in terms of its ability to affect positive change, to demonstrate that it can anticipate trends, evaluate the potential, and create effective plans to manage their quick-changing evolution. The 2 keys are issues anticipation and practical, well-calculated management so that the crisis is addressed not only in terms of what we want most, but also what is the best, most-lasting consensus that can be achieved. Crisis management programs must become more sophisticated. One key process is keeping everyone informed, from management to laborers, suppliers to shareholders, government to media, seniors to youth groups. Are your employees on the brink? Walter, Kate Abstract: According to the 1996 survey on workplace violence conducted by the Society for Human Resource Management, work-related aggression is on the rise. Managers need to understand what types of behavior are inappropriate and where they can turn for help to resolve problems. Types of high-risk employees and their behaviors are discussed. Systems recommended by Crisis Management International for reporting and recording incidents include: 1. A policy statement on workplace violence, 2. a notification system, 3. A threat response team, and 4. training for front-line employees. The Center for Aggression Management offers a 2-day training program designed primarily for front-line supervisors. Assisting a member in crisis Lustberg, Arch; Silverberg, Beverly S. Abstract: An association can be a source of stability, advice and information when a crisis strikes a member. A crisis-management kit is a valuable membership benefit and should include, among other things, an action checklist for members, a press-release template and an industry fact sheet. At City Hall, Every Day's a Crisis Shell, Adam Abstract: As cities in the US face a growing number of problems, public information officers (PIO) are under more pressure. City hall is becoming a place for practitioners to receive a crash course in crisis management. According to Mark Hughes, PIO for the city of Phoenix, Arizona, reporters are always trying to catch government officials and employees doing something wrong. Practitioners are faced with the challenge of communicating government policies and actions to the public while the public's trust in elected officials is decreasing. Gail E. Cushing, PIO for the city of Dallas, Texas, says matters are made worse when governments reduce public information staff budgets. Eliminating PR support to local government does not diminish the local government's need to communicate to the public. AT&T's network outage: The good news for users Daniel Briere, Christine Heckart Abstract: A commentary states that there is not a service provider or user in existence that has not experienced major network problems more than once. The real test of character is how well they respond to those problems. Despite an onslaught of negative user opinion, AT&T did incredibly well and set several new and important benchmarks for crisis management during the outage. The day following the event, CEO Michael Armstrong hosted a conference call along with AT&T executives John Zeglis and Frank Ianna. He announced that AT&T would not begin charging its customers for service until the company had identified the root of the problem and a solution. Back from the brink - Post-crisis management Smith, Denis; Sipika, Chris Abstract: The process of crisis management forces corporate decision makers to pay attention to the necessity for turnaround strategies within the planning process. While turnaround management has been widely discussed in the literature relating to strategic management, it has been largely restricted to the marketing and financial elements of the company's activities and has focused on the development of contingency plans rather than organizational change. The wider ramifications of the process are explored, with reference to the lessons that exist therein for crisis management. The specific aim is to detail a model of the turnaround process and suggest areas for attention within the context of an emergency planning framework. To illustrate the process of crisis turnarounds, the turnaround of the Union Carbide Company in the wake of the 1984 Bhopal plant accident, in which an excess of 3000 people died from the release of methyl-isocyanate, is outlined. Before disaster hits : A multifaceted approach to crisis management Hickman, Jennifer R.; Crandall, William Abstract: Crisis management is a developing area that seeks to ease the impact of events such as natural disasters. Important as a disaster plan is, its effectiveness can be enhanced if a multifaceted approach is used. Information systems, human resources, public information, and operations must all take on various crisis mode functions until the disaster has passed. The three critical functions of top management in planning for and managing a disaster are: 1. assembling the crisis management team, 2. developing worst case scenarios, and 3. creating a crisis management plan. Backing up all computer files on a regular basis is a must for any organization. Crisis management should address the psychological assistance employees might require. A designated member of the crisis management team should be chosen to communicate with the media and handle all public relations situations that may arise. The most crucial goal in operations management is to secure and protect the plant and equipment in the best manner possible. Before disaster strikes Chapman, Christy Abstract: The real-life lessons learned by those who have been compelled to put their disaster plans to the test can be a valuable commodity for internal auditors. According to Standards 330 from the Institute of Internal Auditors' Standards for the Professional Practice of Internal Auditing, responsibility for reviewing the means used to safeguard an organization's assets rests squarely on the shoulders of internal auditors. Armed with a broad organizational vantage point and vast knowledge about how the business operates as a whole, internal auditors can play a vital role in disaster recovery planning and decision-making. In a "live" disaster, risks surface that were never considered during the analysis phase. A live disaster also usually reveals the shortcomings of an organization's written disaster plan. Often, the pitfalls of a recovery plan are due to a lack of testing. Also, it is important to have employees trained to think on their feet and implement sound crisis management principles. Internal auditors should help their organizations take the broad view and focus on the long-term gains instead of the short-term cost of disaster recovery planning. BellSouth creates crisis management unit Stephania H Davis Abstract: In a partnership announced last week with Comdisco, BellSouth will help companies in its nine-state region prepare for unexpected outages by developing a disaster response plan for their voice, data and business operations. Best practice in a violent world Anonymous Abstract: If the contract killing, fight-fixing and drug dealing in Pulp Fiction are simply viewed as specialized commercial activities, the management sub-text - such as strategic alliances, after-sales service, and crisis management -becomes clear. Best practice in Australia's foreign policy: "Konfrontasi' (1963-66) Garry Woodard Abstract: Australia's handling of Indonesia's confrontation of Malaysia ('Konfrontasi') constitutes a case-study of best practice in crisis management. A strong minister of External Affairs, working closely with an effective department, persuaded Cabinet to set policy guidelines which would serve Australia's long-term regional interests. Beware the crisis lovers Walsh, Bill Abstract: In modern business as in high-level competitive sports, handling crises is the management skill that attracts the most attention and wins the most praise. An elite squad of cool heads is just the first step in effective crisis management. Two other factors play a major role in succeeding when things go seriously wrong: 1. preparation, and 2. crisis creation. Perversely, crisis creation is a problem more likely to hit crisis-ready organizations than those staffed by the unprepared. People trained for action get restless during quiet periods. There are certain people who encourage chaos so that they can be at their best imposing order on it. What is so tricky about crisis creation is the fact that once the flak starts to fly, the best people are needed. Suggestions for dealing with crisis creation are given. Book provides porthole into Exxon Valdez case Kevin M Quinley Abstract: In the tradition of true-to-life legal thrillers, author David Lebedoff offers "Cleaning Up: The Story Behind the Biggest Legal Bonanza of Our Time", a suspenseful, absorbing legal narrative of the Exxon Valdez civil lawsuit. Comprehensive and engrossing, "Cleaning Up" does more than just summarize this piece of litigation, it is also a fascinating case study in risk and crisis management. Bowater Incorporated - A lesson in crisis communications Maggart, Lisa Abstract: Today, crisis management is not just a specialty in public relations; it is an imperative. Managers must conceive the inconceivable, and be prepared for its occurrence. No case is more demonstrative of this point than that of Bowater Inc., Southern Division, a newsprint manufacturing plan in Calhoun, Tennessee. On December 11, 1990, a Cadillac slammed into the back of a tractor trailer rig. The rig, loaded with a chemical called dycamil peroxide, exploded upon impact, sending a ball of fire, smoke, and toxic fumes hundreds of feet into the air. Motorists driving on US I-75 near Calhoun that morning were faced with a dense fog. A study released to the media implicated Bowater as the main source of fog over that area. In response to the crisis, Bowater South performed a number of actions to quickly restore calm, but the company also misstepped in some areas which may have worsened the seriousness of its dilemma. For instance, Bowater did not bring out all the facts, which damaged its credibility with its public. Business Brief -- FINE HOST CORP.: Outside Directors Choose 'Crisis Management' Firm Abstract: Fine Host Corp said in a Dec 1997 filing with the SEC that its outside directors hired Buccino & Associates Inc, a "crisis management" firm, to oversee daily management until a new CEO is named to succeed Richard E. Kerley, whom the directors dismissed. Business crises : Guaranteed preventatives - And what to do after they fail Augustine, Norman R. Abstract: Given the frequency with which crises erupt, it is puzzling that little study has been devoted to the topic itself - particularly business crises. The only guaranteed preventative which makes an organization immune to business crises is to stay out of business. There is no magical "911" to call to extricate oneself from predicaments: One gets oneself into a crisis, and one gets oneself out of it. One should not rely on the corporate establishment as one's only source of information about a problem; the recognition stage is one in which independent investigators assist in understanding the situation. Thereafter, it is wise to: 1. Have a dedicated group of individuals work full-time containing the crisis. 2. A single individual should be identified as the company's spokesperson. 3. A company's own constituencies - customers, owners, employees, and communities - should be given special inside reports. 4. It is helpful to have a bearer of bad news among the crisis management team who can bluntly announce the truth. Catastrophe planning and crisis management Simbo, Alan Kenneth Abstract: Some approaches to an effective catastrophe planning and crisis management plan are discussed. Chain reaction Sophie Chalmers Abstract: Even well managed companies have crises. Adequate insurance is not always enough. Statistics show that 80% of companies that suffer a major disaster without having contingency plans go into liquidation within 18 months. But a crisis need not spell disaster. Crisis management is an investment, not a cost. China's dilemma in cross-strait crisis management Yue Ren Abstract: Yue Ren offers a preliminary analysis of the dilemmas China faced in managing the recent Taiwan Strait crisis, also examining the techniques China used to control its escalation. Circle of Impact : HR Professionals Respond to War, Riot, Terrorism Howard, Patricia Digh Abstract: There are several major considerations in security planning and crisis management, particularly on an international scale: 1. Real crises with significant impact on both human and capital resources do occur. 2. Overseas crisis management can be compounded by language difficulties and cultural misunderstandings. 3. Human resources professionals are drawn into crisis-management situations, even if they are not prepared for that role. Bruce Blythe, president and chief executive officer of Crisis Management International, outlines 5 general components of a crisis management plan: 1. establishment of a crisis management team to include senior management representatives who have the authority to act in a crisis, 2. establishment of a crisis-vulnerability index, 3. articulation of anticipated needs in each of the most probable situations, 4. establishment of policy and protocol, and 5. creation of checklists to guide the crisis management team through a disaster. Coke Keeps Afloat in Asia; Mexico Experience Offers Blueprint for Crisis Management Martha M. Hamilton Abstract: Using lessons learned from the Latin American economic crisis triggered by the collapse of the Mexican peso in 1994, Coke's top people in Asia moved to shore up sales despite massive currency devaluation, hyper-inflation, unemployment and impoverished consumers. They moved quickly -- deploying lower-cost returnable packaging, launching smart promotions, giving attention to distribution and continuing investment. This is the story of how one American company has persevered through the Asia crisis. Coke expects to take an 8 percent to 9 percent hit this year against its earnings because of currency fluctuations. But it has kept volume growing in its largest Asian markets, with sales up 12 percent in the first six months for the Coke region that includes Asia. Coming soon: Year 2000 SWAT teams William Ulrich Abstract: A commentary discusses year 2000 crisis management, which should begin soon, before it is too late. Communicating during a crisis Dettelback, William W. Abstract: With proper planning and crisis management, banks can avoid embarrassment during a disaster and defuse an otherwise irreparable situation. Preparations should include: 1. assigning the responsibility for media relations to someone in the corporation, preferably someone with public relations skills or training, 2. defining a corporate communications policy for the bank's employees that outlines their roles and responsibilities related to media communications, and 3. forming a relationship with the local media representatives so that the bank becomes a known personality in the community. If a crisis should occur, the company emergency management team should declare a crisis or disaster situation and have the corporate media spokesperson talk to the press. When business resumes, executive management should write letters to customers and shareholders explaining what happened. Companies need to make sure disaster plans are current and effective Tillar, Michael J. Abstract: Many companies have inadequate plans to cope with disasters. Plant engineers and facilities managers have job responsibilities that put them on the front lines when disasters of any kind occur, and their emergency management stories have a recurring moral - a comprenhesive crisis management plan should be in place and it should be tested regularly. An effective crisis management plan certainly can lessen the potentially crippling effects of a major disaster. Conversely, even routine events such as a power failure or equipment malfunction can approach natural disaster proportions for key operations such as computer systems if the situation is not handled properly. To ensure the disaster preparedness plan is effective, many details should be considered, including: 1. Have provisions been made to handle a rush of incoming phone calls from concerned relatives and others on any date and at any time? 2. Have backup power sources, emergency lighting, and communications equipment been strategically placed and tested frequently to ensure they do not fail when needed? 3. Has the disaster plan been tested more than just in theory, such as during mock disasters? Confidence in crisis Mazur, Laura Coping with a crisis Erick Ko Abstract: As shock waves from the economic crisis continue to reverberate throughout the region, social unrest and crime are on the rise. Governments are attempting to keep a lid on the violence but, if they fail, businesses must be ready for the worst, say Steve Vickers, executive director and Asia regional head for Kroll associates, a company that specializes in crisis management. Crisis management teams can analyze potential problems, determine the greatest risks to business and draw up plans to deal with them when, and if, they arise. Companies should consider crisis management even when there are no threats of social unrest. Coping with minority crises Samuel J Chisholm Abstract: Today there are companies and even segments of the government that are facing investigations, lawsuits, plummeting stock prices and horrendous negative publicity stemming from racial or disparaging remarks or actions. The majority of large corporations in America today are operating without any comprehensive minority crisis communications plan. To effectively communicate in a crisis situation, 2 general principles apply. The first principle is positive, assertive communication that focuses on the most important aspects of the problem and moves the entire process to resolution. The 2nd is the ability to translate lifestyles and trends originating from minority consumer markets into culturally sensitive marketing solutions that can be achieved through advertising. Counting crises Steve Rodgers Abstract: An editorial discusses the management of crises. Banker attacks, threats of taxation, the Treasury study, and the membership case before the Supreme Court had credit unions operating in a near-crisis mode in 1997. According to The Institute for Crisis Management, 75% of all crises begin with management. Crafting a Crisis Communications Plan Seymour, Mike Abstract: Today, corporate concerns with environmental awareness extend beyond the industrial process to include the sustainability of source materials and the acceptability of the environmental impact of product use and disposal. Companies must consider what could happen when crisis strikes and the spotlight of public interest is turned on management. The systems and techniques of environmental communications also must be developed and tested. Communications is a central function of crisis management. Part of the environmental audit should include a highly confidential interview process that elicits information about current and potential problems that are likely to arise. In addition, there should be external interviews with environmental activists, government officials, and the media to determine their perceptions of the company and its environmental impacts. To achieve effective communications in a crisis, a manual should be created that defines the company's positions and policies and describes all logistical procedures for communication in a crisis. Crafting a Damage Control Plan : Lessons from Perrier Kurzbard, Gary; Siomkos, George J. Abstract: Corporate executives concerned with the complexity of modern business operations and the lessening of a central authority are making crisis management a priority. As a result, larger corporations are developing crisis management teams (CMT). Despite the advantages of CMTs and the recognition of their importance, a major difficulty emerged during the Source Perrier SA crisis that indicates certain troublesome areas within the operations of the CMTs themselves. In Perrier's case, the management of communications broke down so that conflicting messages concerning the company's handling of the crisis confused the public and resulted in unintentional damage to its reputation. In the case of multinational corporations, a central CMT should be formed with direct communication inputs from satellite CMTs. The quick response time of satellite CMTs and the unification of efforts at a time of crisis will lessen the consequences of corporate inaction or corporate overreaction. Creating clarity amid confusion Meyer, Michael Abstract: The Port Authority has been applauded for its crisis management following the World Trade Center bombing. Several factors contributed to its success, such as the decisions to allow the press access to the blast site and to hold daily news conferences at 11 am, a primary news-gathering time. Some other observations regarding press management during a crisis are presented. Crises impact on reputation management Patterson, Bill Abstract: Businesses and other organizations will always face critical situations. Thus, the effort to control negative situations continues to become more sophisticated. While crisis management is a plan of action to be implemented quickly once a negative situation occurs, reputation management is a strategy that is used all year, utilizing a proactive approach. Crisis management is evolving into reputation management for a number of reasons. First, reputation management should attract more attention from top management. Second, more organizations are facing situations that have real potential for harming their reputations. The most important rule in defending, preserving, or enhancing a reputation is that public relations practitioners work at it all year long, regardless of whether a crisis strikes. Crisis brings media scrutiny Koss-Feder, Laura Abstract: When a disaster occurs, general managers not only have to deal with the disruption to a property's daily operations, but they also must contend with handling the press. If the property involved in such an event is franchised, then this poses a question for the franchiser, who must walk a fine line in deciding how much to get involved with a property's handling of the press and crisis management. Several franchisers' public relations executives said that while they have crisis-management programs in place, they generally take their cues from the general managers themselves. Most often, corporate public-relations offices and general managers work together to disseminate information to local and national media. Crisis Communication Duncan, Michael Abstract: Credit unions can improve their chances of surviving a crisis with an intact reputation by having a solid plan in place. Credit unions, such as Honolulu Federal Savings and Loan (Honolulu, Hawaii), which dealt successfully with a confidence crisis, or "financial run," should begin the development of a crisis management and communications plan by identifying potential crises. A plan then can be outlined that fits the institution, its employees, and its facilities. A communications link person should be designated from the crisis management team to head off the release of wrong information. In addition, 3 differently worded press releases should be developed and maintained by the communications line for each anticipated situation before a crisis occurs. Another role of the communications link is to get information to members through prerecorded information, flyers, or personal appearances. The information given to employees also is vital, since employees are an important source of information for members. Crisis communication plans: Poor predictors of excellent crisis public relations Francis J Marra Abstract: Public relations is an important element in almost all successful crisis management efforts. Newly developed theory in crisis public relations, though, suggests a shift is necessary in the way practitioners view crises. The well-accepted tactics and techniques advocated by practitioners need to be replaced with strategies and beliefs from a new perspective - a perspective or paradigm that defines excellent crisis public relations practice very differently from the literature of the past 20 years. Crisis communications Howard Penn Hudson Abstract: Concerning the lead article in this issue, author James E. Lukaszewski, APR, Fellow PRSA wrote me: "My ever-growing, litigation-related practice demonstrates almost daily that the lack of even a sense of standards for how public relations is practiced or is expected to be practiced, especially in crisis situations, is very problematic. Further, there really isn't any debate going on about standards within the profession either. We all just love what we do and assume that we set our own standards by whatever our personal approach happens to be." Crisis communications Dowling-Smout, Catherine Abstract: Good communication is paramount in crisis management, according to Patrick Monaghan, education officer with the Canadian Emergency Preparedness College. Good communications should be the goal of any company before, during or after an emergency. At its simplest, communication is an exchange of information. Its purpose is to establish a common understanding of meaning between people. It works best when a speaker transmits a clear, unambiguous message to an undistracted listener, who correctly interprets its meaning. Ideally, communications also involves feedback, whereby the receiver indicates to the sender that the message was received and understood. Ambiguous messages are only one barrier to good communications in an emergency. Other common problems include a listener who is distracted or who cannot hear the message, a speaker who uses technical jargon not understood by the listener and speakers who jam up communications channels with non-priority messages. Crisis communications : Six steps in panic prevention Barneby, Mary Rudie Abstract: A prolonged bear market would offer an agonizing test of 401(k) participants' long-term focus. While there is much discussion on communicating with employee participants about educational issues, what is missing in the dialogue is the awareness of the need and advantages of developing a crisis management communications plan to help employees weather a bear market. Plan sponsors who think ahead will reap substantial benefits and could even turn adversity into opportunity. Six steps in crisis communications are: 1. Get employees used to the fact that bear markets rear their heads periodically. 2. Establish a Crisis Team that will handle bear market communications. 3. Have managers draft a plan for review. 4. Keep managers visible and accessible. 5. Pre-empt the bad news. 6. Make plan participants part of the solution. Crisis control Abramovitch, Ingrid Abstract: James Lukaszewski, a crisis management expert, has developed a crisis management strategy consisting of 5 steps. By preparing for any crisis, however unlikely, a company will be in control should an accident occur. Crisis control: Learn to prepare for the unexpected Ron Ruggless Abstract: Crises come in many forms, but restaurant companies must be prepared to deal with them openly and honestly, said panelists at the MUFSO session on "Crisis Management: When Events Beyond Your Control Affect Business." William H. Baumhauer of Planet Hollywood International Inc. outlined 5 areas in which restaurant companies face crises: financial, food-borne illness, crime, accidents, and legal issues. Crisis management Sander M Bieber, Madhuri Mukhtyar Abstract: An increasing awareness of financial interdependence has led to a concerted effort by the international community to respond to the international financial crisis and to confine its contagion. Finance ministers and central bank governors from every corner of the globe have been in high-level talks aimed at strengthening the international financial architecture so as to be better able to respond to such crises as those of Southeast Asia, Russia, or Brazil. Such meetings and programs are echoed in the work of international financial institutions, including the US Export-Import Bank, the International Monetary Fund, and the World Bank. Stopping the financial crisis from spreading to Latin America - Brazil in particular - is one of the international community's most pressing tasks, says IMF Deputy Chair Stanley Fisher. Crisis management Anonymous Abstract: A review of bibliographic literature in the areas of public relations and crisis management is presented. Crisis management Anonymous Abstract: Bibliographic information on journal articles and books concerning crisis management is presented. Crisis management Sandra Guy Abstract: AT&T Corp. may finally be shaken into facing harsh market realities by the resignation of president John Walter, touted as the heir apparent to chairman and chief executive officer Robert Allen. AT&T's Walter Elisha told reporters that the directors may have made a mistake in hiring an industry outsider for the job and that they had become increasingly concerned whether Walter could provide the intellectual leadership to lead AT&T. Crisis management Pamela Goett Abstract: An editorial discusses the benefits of scenario planning, which is a way of training oneself to stay cool in crisis by outlining a range of possible futures and responses to them. Crisis management : Forewarned is forearmed. Johnson, Daniel G. Abstract: In 1989, the Exxon Valdez ran aground in Prince William Sound, Alaska, spilling millions of barrels of oil and despoiling a priceless wilderness. Exxon Corp.'s clumsy reaction to the crisis caused other corporations to develop crisis communications plans. However, most companies fail to fully implement the plans until another crisis occurs. A crisis plan may be viewed as a blueprint for the strategies and tactics used to return the company to its normal state. It is vital to have a tested communications plan in place, including video and telecommunications resources, established contact with print and broadcast media, and senior executives trained in dealing with a hostile media. The spokesperson, preferably the president or CEO, should be a member of the Crisis Team. Two obstacles to disseminating timely information during a crisis are: 1. lawyer control over the flow of information, and 2. a lack of established media channels. Crisis Management : Keys to Survival Ristich, Pat Abstract: Crisis management does not solve a crisis, but crisis planning will provide businesses with the tools to identify warning signs to better manage any crisis and to allow an organization to fulfill its mission. A key factor in successfully handling a crisis is communications. Pat Bowles of Canada's Martland Group believes that increased environmental awareness, coupled with legislation, has driven the business of crisis management, particularly in those sectors classified as high-risk, such as oil and chemical. There are several steps that can serve as a blueprint for a communications plan: 1. Define the corporate image. 2. Audit the image. 3. Audit communications procedures. 4. Identify crises. 5. Reduce risk. 6. Identify the audiences. Using each potential crisis as a backdrop, a manager can develop a communications plan that addresses all 3 phases of crisis management: planning, response, and recovery. Crisis Management : Practical Tips on Restoring Trust Wallace, Tim Abstract: Corporate crises tend to fall into one of 3 categories - product failures, process failures, or external assaults. The goals of crisis management are to terminate the crisis quickly, limit the damage, and restore credibility. To achieve these goals, a company crisis control program should follow 10 guidelines: 1. Develop a clear, straightforward position. 2. Involve top management. 3. Activate third-party support for the company's position. 4. Establish an on-site presence if the crisis is not centered at headquarters. 5. Centralize communications. 6. Cooperate with the press. 7. Keep employees informed. 8. Keep the crisis in perspective and within context. 9. Begin positioning the company for when the crisis is over. 10. Continuously monitor and evaluate progress. Crisis management : Preparing for and managing disasters Barton, Laurence Abstract: A well thought-out plan can help hotel management respond and control damage to the organization's reputation, financial condition, market share, and brand value. Everyone, from senior management to receptionists, will have a predetermined role to play in an anticipated crisis. A facility crisis-training program should familiarize employees with the plan, including deployment of resources, notification and protection of guests, communication with the media, and clean-up procedures. Portions of a sample crisis-management plan are presented to aid in the design of a plan, for the hotel on its own or in conjunction with a crisis-management consultant. Crisis Management : Selecting Communications Strategy Barton, Laurence Abstract: Investors and consumers judge corporate behavior from its interpretation of news events. Crisis management experts agree that preparation is the key to successful crisis communications. However, in a Western Union survey of 2,000 US companies, only 57% of those surveyed have planned for crisis communications. Fink (1986) argues that some companies ignore warning signs that spell danger. He believes that the chronic crisis stage is characterized by government investigations and media exposes. A regularly updated crisis plan can be the best source of defense for managers. This plan can outline procedures for contacting key employees during holidays and weekends, restoring facilities and services, cooperating with local and state regulatory agencies, and reconstructing damaged facilities. Effective relations with the news media is one of the most crucial areas of crisis management. According to Jay Jaffe, president of Jaffe Associates, effective media relations begin by telling the company's story quickly, openly, and honestly. Categories of corporate crises that merit advance planning include industrial accidents, major product defects, and hostile takeovers. Crisis management all day, every day Simon Caulkin Abstract: Management Today followed David Wood, CEO of the 1,255-bed Aintree Hospitals NHS Trust, through a typical day in the life of an NHS hospital. All hospitals operate on the edge: at the borderline where planning, improvization and political pressures meet in a framework of financial and physical constraints. Hospital management requires leadership, listening and value-setting skills of the highest order. Crisis management and environmentalism : A natural fit Mitroff, Ian I. Abstract: Crisis management (CM) and environmentalism (ENV) are 2 of the new key functions of business that have arisen within the past 5 to 10 years. CM is a series of ongoing, interrelated assessments or audits of kinds of crises and forces that can pose a threat to a company. ENV involves risk assessment of threats to the environment posed by inherent defects in products and the manufacturing processes used to produce them. While most organizational crises do not lead to environmental disasters, environmental disasters always represent a major crisis for an organization and its surrounding community. While there are differences between CM and ENV, the best environmentally prepared organizations are often the best at being crisis-prepared. The synergies between CM and ENV can be taken advantage of in order to maximize their impact and minimize the costs of implementing separate stand-alone programs. Unless both are managed as system-wide activities, they cannot succeed. A systems framework for CM is presented and applied to the major Union Carbide environmental disaster at Bhopal. Crisis management as part of emergency response planning Abstract: Regardless of the kind of emergency for which response plans are made, being prepared for an operational response is not enough to assure that the company is truly and fully prepared. Creating a cohesive plan to respond to outside forces and then following it should an accident occur can help assure that a range of potential legal and stakeholder relations liabilities are minimized. Crisis management for benefit plans Peterson, Lowell Abstract: Being prepared for a crisis is an important aspect of benefit plan management. Plan sponsors and fiduciaries must be alert for warning signs of impending problems and should be prepared with a crisis management plan before a plan falters or fails. This kind of close attention may well avert a potential crisis and should help retain the confidence of the plan's principal constituents. Warning signs of impending problems include consistent deficits, complaints from participants, persistent trustee disagreements or deadlocks, and withdrawals. Whether the people crafting and implementing the crisis management plan are current fiduciaries or newcomers, they should be in a position to effect real changes. Crisis management for sales force managers Carter, Tony Abstract: Sales managers can help their organizations cope with crisis by knowing what to do before and after a crisis hits. Fact gathering will be an extensive stage in the crisis management process. It is important for sales managers to develop the ability to anticipate and plan for a crisis. This can be done by forecasting and developing scenarios with the greatest probability of occurring and estimating outcomes for alternative situations. The next phase, communicating the message, deals with assigning tasks and accountability and communicating this inside and outside the organization. Crisis management for sales force managers Carter, Tony Abstract: Sales managers can help their organizations cope with crisis by knowing what to do before and after a crisis hits. Fact gathering will be an extensive stage in the crisis management process. It is important for sales managers to develop the ability to anticipate and plan for a crisis. This can be done by forecasting and developing scenarios with the greatest probability of occurring and estimating outcomes for alternative situations. The next phase, communicating the message, deals with assigning tasks and accountability and communicating this inside and outside the organization. |
