JOUR 312 Chapter Notes - Chapter 12: Crisis Management, Prodrome, Emergency Operations Center
Document Summary
Ch 12 crisis communications: problem versus crisis: most crises are predictable, and avoidable, the storm before the storm. Reshuffling of of fed bureaucracy disrupted long-existing relationships. Usually can be addressed in a limited time frame, often w/o arising public atte(cid:374)tio(cid:374) o(cid:396) (cid:449)/o d(cid:396)ai(cid:374)i(cid:374)g a(cid:374) o(cid:396)ga(cid:374)iz"s (cid:396)esou(cid:396)(cid:272)es: crises: Require a considerable investment of time and resources to resolve. (cid:862)a dis(cid:396)uptio(cid:374) that ph(cid:455)si(cid:272)all(cid:455) affe(cid:272)ts a s(cid:455)ste(cid:373) as a (cid:449)hole a(cid:374)d threatens its (cid:271)asi(cid:272) assu(cid:373)ptio(cid:374)s, its su(cid:271)je(cid:272)ti(cid:448)e se(cid:374)se of itself, its e(cid:454)iste(cid:374)tial (cid:272)o(cid:396)e(cid:863) Can threaten the legitimacy of an industry, reverse the strategic mission of an organization, and disturb the way ppl see the world and themselves. Steven fink, crisis consultant characterized crisis as being prodromal situations: situations often marked by forewarning) that run the risk of : Falling under close media or government scrutiny. Jeopardizing the positive public image enjoyed by a company and its officers. Da(cid:373)agi(cid:374)g a (cid:272)o(cid:373)pa(cid:374)(cid:455)"s (cid:271)otto(cid:373) li(cid:374)e: the anatomy of a crisis, warning stage.
