Communication Crisis Management - Term Paper Example

Communication Crisis Management Introduction Crisis management is a complex process. A business caught between crises will tend to concentrate on environmental factors with an aim of finding short term and long term solution. The key to any crisis situation lies on communication. The nature of communication will determine how a firm positions itself during a crisis period. The solution of a crisis period will depend upon the action plan laid by a given number firm. A firm need to acknowledge the role played by the internal environment. Different levels of crisis require different types of measures. However, a firm needs to communicate a crisis in a bid to ensure a certain situation is contained. Communication Barriers Communication is a vital component within an organization. The nature in which a firm interacts with external and internal environment will determine the effectiveness of a crisis management plan. Solving a crisis involves communication between the affected parties. The complexity of a crisis is defined by the organizational structure. Communication is a vital component. In some case, communication may be hampered. Barrier of communication may limit the diverse approach by a given party. An organization that experience communication barriers tend to have issues while solving conflicts and managing crisis. The level of crisis in this case, will determine the type of communication (Otto, 2012). Direct communication will indicate the magnitude of a given crisis. The use of a third party will be used as a means of reducing barriers during communication. Barriers of communication may be internal or external. The level of control will be determined by the nature of communication within a given environment. In some case a third party is used as a means of communication. This implies that direct communication is limit in this approach. The approach implies that the available communication channels are limited. The model may fail to materialise to translation and language barrier. A third party may be brought in to identify the magnetite of the crisis. The party will concentrate on mediation as a means of dealing with a conflict (Coombs, 2012). The third parties may limit the manner in which organizations solves their crisis. The barriers that constitute to third party as a means of solving conflict include hostility and lack of goodwill between conflicting parties. The crisis management strategy needs to acknowledge the communication barrier and use a third party as means of enhancing communication. The third party could affect the quality of information between the sender and the receiver (Coombs, 2012). Organizational structures are also a major concern to crisis management. The nature o structure will determine the models used in communication. Relaying information at a given time will avert a crisis from occurring. A complex structure will mean that a longer channel of communication is used in relaying information. The information provides is essential in containing a crisis at its initial stages. A complex structure will mean that communication takes a longer medium. In some case, the management is supreme and makes decisions on behalf of employees. The employees may fail to take part in crisis resolution and management due to lack of communication between them and the management. The nature in which information is shared with departments will determine the level of commitment. Communication components determine the manner in which a given organization is structure (Roloff, 2012). The available mediums should be effective in communicating information. An organisation that lack proper communication strategies may fail tom identify crisis component and hence affect their level of response. Communicating Crisis The external component is another component in crisis management. The level of communication within an organisation is controlled by internal factors. In the external environment the nature of control is limited. A firm may fail to control its eternal environment hence a barrier while communicating. The cultural component within a firm may defer from that of the external environment. The parties involved in conflict resolution and management may face difficulties in selling common agendas. In this case, firms may fail to resolves issues concerning either their partnership or competitiveness. The communication between the market and the firm is crucial to the firm. The failure to of communication between firms results to lack of commitment and underperformance (Coombs & Hollady, 2012). A firm may fail to reach its target and hence affecting the relationship between the customers and the firm. Barriers between the two parties are a major concern and may play part in developing a crisis between a firm and its external environment. The models deployed in crisis management are complex and require a combine effort between a given party and its environment. Preparedness is major concern to a firm aiming at developing structures based on effectiveness. The level of interventions would depend on communication. Communicating a crisis is a step towards a firm finding long term solution. The failures by a firm to communicate to its external and internal environment would eventually affect the levels of performance of a firm. A firm has the mandate to identify key parties in any conflict and work with them to ensure a lasting solution. A firm has the mandate to communicate with the external environment as a means of outsourcing ideas and models to be implemented as a short term measure before dealing with an emerging crisis (Donald &Treadwell, 2005). The recurrence of a conflict is triggered by the failures by a given organisation to communicate a crisis at its initial stages. A firm has a mandate of identify priorities in dealing with a crisis. This means that knowing the risk factors, acknowledging the importance of the external environment, and allowing a mediator to in an event parties fail to reach a mutual agreement. The firm has a duty to display the spirit of good will in an effort to communicate out of a crisis. Communication in some instances does not yield the expected result. In this event, an organisation has an obligation of seeking alternatives and ensures a crisis does not culminate into a disaster(Taylor & Kent, 2007). In some case the crisis is internal and the employees may fail to agree on employment terms, this may lead to an industrial action which could have an effect on the overall production of the firm. An industrial action paralyses the activities of a given firm. The bottleneck caused by strikes could develop into crisis as creditors would want to get their value of the firm while customers could be seeking to supply with the much need god or services (Donald &Treadwell, 2005). Communications in solving a potential crisis are short term solution. In that a firm may negotiate with the creditors promising solutions to the decreased earnings. On the other hand a firm may communicate with the customers asking for their patience while resolving internal matters. These are short term solution triggered by the firm’s ability to communicate out of a crisis. The firm them will be forced to develop models that will ensure the internal environment is taken care and that production is back at its full capacity. The scenario indicates how a firm may communicate out of a crisis. The experience and levels of commitment within the top leadership will determine whether a firm has the ability to communicate out of a crisis (Taylor & Kent, 2007). Preparedness and Media Management The image of a firm is very crucial. The media plays part in publicising a firm. The publicity may be either negative or positive depending on the nature of the firm at a given period. The media has influence over the preference of a given market. People relay on media for information. In event a crisis occur the media may negatively publicise a given firm. This may have an effort on their sales and their access to credit and other financial incentives. It is the duty of the organisation to manage a certain situation to avert media attention and to prevent negative information from dominating the airwaves (Taylor & Kent, 2007). The preparedness of the firm to deal with the media will determine how a firm survive a period of crisis. The firm needs to strategies on models that will ensure proper information is communicated to the public. The firm will be averting a scenario where the firm has to deal with public anxiety while at the same time dealing with an internal crisis. Apple firm in 2012 was a subject of controversy. The media reported that the firm was subjecting Chinese employees to long working hours and minimal pay (Baijia, 2015). The firm being a world most valuable company was facing a public backlash. In some instances it was reported that its china subsidiary was employing underage males to work in their production line. The firm was now facing an ethical issue within its internal and external environment. Internal remuneration and placement crisis was calumniating into an international concern. The firm was court between positively advertising its product and affirming that action was taken against those involved in the mistreatment of the employees. The level of preparedness enabled the firm navigate these challenges and retain its international image (Baijia, 2015). A firm need an internal welfare committee to communicate and solve internal crisis. On the other hand the firm needs to lay a media strategy that limits information being sourced by the media. In an event a crisis occurs a firm needs to prioritise its brand and solve issues before being relayed in the public domain (Carney & Jorden, 1993) A firm has the duty to access risk factors and solve them at the initial stages. In the case of apple, a public apology was enough to restore public confident. The public relation strategy may work in an event a firm is being marketed negatively. The level of preparedness implies developing a crisis communication team that will be focused on relaying positive information to the public. The team will be tasked in finding short term solution to issues raised by a given party (Ulmer et al., 2006) The eternal environment is a vital factor and the relationship between the internal and external environments are crucial and managing the two will be effective while solving media concerns. Communication to Stakeholders Communicating to the stakeholders is a cruel aspect in crisis management. Stakeholders are entitled to know the progress of a given firm. An emergency plan should be in place in an effort to sustain a give crisis for a shorter period. The stakeholders need to be updated on the progress of the firm. In this case, the customers need to be enlightened on the progress of then firm. The reduced production or closure of several units within a production line needs to be communicated to the stakeholders. The customers need to know that the firm is projecting low outputs due to external factors. This will psychologically prepare the customers on events that are going to unfold. This should bare in mind that the firm could return to its full capacity and that these customers need to be depended upon while developing markets for the products. The quick response and communication to the customers will reduce the chances of the firm losing customers competitors (Boin& McConnell, 2007). The creditors and other investors need to be communicated to avoid a scenario where the stakeholders may be tempted to withdraw funds to low production. Communication will be vital in maintaining inputs. The contribution of stakeholders will mean that a firm engages in a continuity plan which will ensure an organization runs despite operating at lower capacity. In event the firm solves the crises creditors will be compensated if they increased funding during the crisis period (smith, 2009). Communication to stakeholders should base on initial process undertaken by a firm in managing a crisis. The communication at this level aims at averting a other crisis from recurring. A stable internal environment will mean that a firm will be able to achieve their recovery plan within the shortest time possible. The external environment needs to be maintained in an effort to facilitate the crisis management plan. A public listed company has the duty to communicate to its shareholder. This communication will explain a possibility of reduced earning and low dividend during the crisis period. The firm will be aiming at averting delisting from the stoke exchange due to lack of communication. The low dividend should enable those shareholders willing to sell their shared to so and allow potential shareholders. The communication is an important element in crisis planning. The firm will be able to solve its crisis based on information sourced from the internal and external environment. The levels of commitment within shareholders will determine the level of recovery of a given firm (smith, 2009). The government also need to monitor crises situations and hence communication local and federal government is essential. In an event of financial crisis shareholders and the government may be willing to increase contribution in an effort of prevent the firm entering receivership Managing External Crises The complexity of crisis management is evident in an event factors attributing to this crisis are external. Crisis that feature two independent entities are difficult to handle compared to external crisis. The level of control of ten eternal environments is minimal. Communication breakdowns are likely to occur between eternal environmental given the level of control between firms. The parties involved may fail to reach agreement and hence worsen the current crisis. The competing firm may fail to reach an agreement with an aim of derailing the performance of the other part (Boin& McConnell, 2007). A firm has the obligation of managing and planning for a given crisis but in event where the external environment is the cause of the problem, firms may tend to have difficulties in planning and managing a given crisis. The levels of control are limited and a collaborative effort is required between firms to enable their survival in conflict situations. In an event the firms fail to negotiate, mediation or legal action may to chosen as an alternative in crisis management. This approach may negatively affect the performance of the firm. These factors also could affect the firm s it may culminate into a media problem. The tussle between a firm and its external environment is difficult to manage various component are required before a solution is made. The management of such situation depend upon the level of commitment between firms. Communication at this level is vital. If direct communication fails the firm should seek alternatives that will ensure that communication continuous between conflicting parties (smith, 2009). Communication is aimed at ensuring short term solution to a crisis. The firm then will design models that will ensure that lasting solution are achieved (Boin& McConnell, 2007). Mediation is a last resort in dealing with a crisis. A firm has the obligation to identify risk factors within the environment in an effort of averting a crisis given the complex process involved in dealing with external crisis. Conclusion Communication is a vital component while dealing with a crisis. The level of communication will determine the level of outcome during a crisis management period. The external and internal environment play part in ensuring a firm develops its continuity plan pending full implementation of an action plan. Crisis management is more complex in an external environment given the level of control. A firm needs to communicate with the stakeholder in an effort of ensuring its planning is effective. A stable internal environment will mean that a crisis is solved within the shortest period possible. The internal environment requires maximum control and it is the duty of the management to set models that will stabilize this setting pending the implementation of the crisis communication plan. Reference Baijia, L(2015, April 3)Apple's PR crisis in China provides lessons. China Daily. Retrieved from http://usa.chinadaily.com.cn/epaper/2013-04/03/content_16373193.htm Bernstein, J. (2013). The 10 Steps of Crisis Communications. Retrieved from http://www.bernsteincrisismanagement.com/articles/10-steps-of-crisis-communications.html Boin, A and McConnell, A. (2007). Preparing for Critical Infrastructure Breakdowns: The Limits of Crisis Management and the Need for Resilience. 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Effective crisis communication: Moving from crisis to opportunity. Thousand Oaks: Sage. Read More