Managing Communications in a Crisis

Citation

Chapman, J.A. (2006), "Managing Communications in a Crisis", Leadership & Organization Development Journal, Vol. 27 No. 4, pp. 316-317. https://doi.org/10.1108/01437730610667207

This book sets out to provide practical advice on how to manage communications with stakeholders and members of the public during a company crisis. In this it substantially succeeds, although some aspects of the topic are dealt with more satisfactorily and in greater detail than others. The authors, Peter Ruff and Khalid Aziz draw on both their extensive experience of consulting to large companies, and their media backgrounds to explain the ins and outs of communicating effectively in the information age. The style of writing is highly accessible to the reader, and the text is dotted with numerous examples (oil spillages, train crashes, fraud, medical emergencies and the like) to illustrate the points made. Overall, the book would make a useful addition to the professional library of any senior executive or departmental manager.

The book is divided into three sections. Part 1 looks at the nature of the crises that a company can face and discusses the communication issues that they raise. Defined here, a crisis is any situation with the potential to damage the company's reputation or share price. It is not about damage or loss to people or assets per se – rather, central issues are the reactions of key audiences, both internally and externally, to how the crisis is managed. Consistent with this approach, crisis management concerns the communication strategies used by company representatives to contain a potentially damaging situation. Four stages in crisis management are outlined, and the importance of preparation and awareness with regard to various stakeholders and audiences is stressed. Examples of actual failures to communicate strategically (for example, the Channel Tunnel fire) are used to underline messages about planning, preparing verbal and written statements, connecting with the audience, working with the media and lobbying effectively. The chapters on dealing with the media provide more detail than other topics – hardly surprising, given that the background of both authors – and many useful insider tips are given. In comparison, the sections on identifying “simmering” issues lurking within the organisation are rather thin. Clearly, the authors lack a strong understanding of people management in large organisations, and hence their suggestions for eliciting information through devices such as suggestion boxes and performance appraisal systems are unrealistic. A discussion based on the research about trust, organisational culture and leadership would have been more suitable.

Part 2 is shorter, and focuses on the process of dealing with a crisis, including advice on identifying crucial team functions, using internal publications, and the role of the company spokesperson. Part 3 comprises a set of appendices with various checklists, media management tools, and other information on emergency planning and community organisations. As a package, the book is well organised around topics of considerable importance to senior managers. It is generally geared towards the communication needs and patterns of large corporates, although managers from smaller organisations may still find value in it.