Crisis Management in Organization Development.ppt

* * * * * * * * * Consequences– what was learned JJ showed that they were not willing to risk public safety even at excessive cost JJ could be trusted all the way to the top– they lived their Credo having a functional credo worked JJ set a new standard for protection thereby requiring competitors to expensively follow suit JJ was viewed as a co-victim of the crime Stakeholder involvement and relationships is essential One must anticipate and prepared for crises; expect the unexpected Cynicism: Be aware that 75% of people don’t believe companies take responsibility for crises or tell the truth “No matter what you do in the beginning, in the end you will have to tell the truth” React fast, openly and decisively Report your own bad news– don’t wait for reporters to root it out Speak with one voice Gather facts and disseminate from one info center Be accessible to the media so they won’t go to other sources Target communications to those most affected by the crisis, and can affect the media If you can’t discuss something, explain why Provide evidence for your statements Record events via video and documents so you can later present your side of the story (learning cont’d) Copycat tamperings: Lipton Cup-A-Soup (1986) Exedrin (1986) Tylenol again (1986) Sudafed (1991) Goodys Headache Powder (1992) “Déjà vu all over again” Following the Tylenol crisis, several other tamperings plagued other companies. Impact could have been reduced by learning from JJ’s experience. Virginia Tech Shooting Columbine Shooting Post-Campus Shooting: Revising the organization Assume that your team has been invited to help a small campus of 1000 students recover from a shooting incident (similar to Virginia Tech). The school does not have a crisis management team or plan but now recognizes the need What are some recommendations you have for the