Effective Communication for Crisis Management

8/7/2019 Effective Communication for Crisis Management

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EFFECTIVE

COMMUNICATION FORCRISIS RESOLUTION

By Group 1,represented by :

Samrat Chatterjee (IPMX03031)

Rajya Shree Singh (IPMX03026)

Vamsi Krishna Burra (IPMX03043)Saurabh Sharma (IPMX03036)

Kamal Ginotra (IPMX03008)

Priyank Dwivedi (IPMX03023)


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LIVING ON THE EDGE


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THE MOMENTS THAT CAN SAVE LIVES


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DELICATE SITUATIONS


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INTROSPECTION

Nothing changes our approach towards life morethan the fear of death

- Surats Mayor on the cleanliness of the city post

plague breakout.


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DOS

BEFORE

Convey the hazards effectively .

Build trust among the members of the unit.

DURING

Lift the spirits of the unit Iron out the circumstantial turbulences within the

unit.

AFTER

Reach out to the victims and hailing the volunteers.

Bring out the minutest causes of the fiasco withoutblaming a soul.


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DON'TS

BEFORE

Do not be wordy.

Do not assume that the audience has soundknowledge of the job.

DURING

Never let out a word of pessimism

Do not address different ranks of peoplewith respect to their position.

AFTER

Do not take a feedback for granted .

Do not publicize the trauma of the victims.


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HUMAN LAYOFFS TAKE CLEAR PLANNING

AND EXECUTION

An effective communications

strategy should be designed for

before, during, and after the

layoffs and downsizing

One of the key responsibilities

of the management during

layoffs is to ensure

communication, both to thosebeing laid off and to those who

will remain


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COMMUNICATING LAYOFFS

Have minimal surprises for employees

communicate early on in the process

Have the severance policy written outwell in advance

Train managers in how to terminate anemployee with dignity

Begin and end the layoff process in avery tight time frame

Be prepared to answer the obviousquestions

Keep in touch with those who are laidoff and contact them if opportunitiesarise


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REBUILDING TRUST

Be honest and forthright

Explain logic behind the

eliminations

Express empathyAnswer the tough questions, but

respect privacy

Address concerns about any

restructuring of duties andresponsibilities

Be more visible to reassure those

who are left


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Y2K CRISIS COMMUNICATION


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WHAT NIGHTMARISH DAY IS THIS

ANYWAY? SATURDAY, JANUARY 1, 2000.

You are enjoying a quiet day at home, but feeling(and looking) mildly hung-over after indulging in a

somewhat hectic holiday celebration the night before.

The mail arrives and see that as your credit card bill.

The bill, plus a late charge of approximately $1.8

billion (at 18% annual interest, compounded monthlyfor 99 years).


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HOW THE WORLD PREPARED

1. Identified and analyzed potential

problems

2. Identified and analyzed key

audiences3. Established communications systems

4. Formed a crisis communications

team

5. Used rich media communicationchannels to enhance communication

effectiveness

6. Rehearsed & executed the plan


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THEANTICLIMAX

Only Minor problems reported

No significant utility failures (power, phones,

internet, water, sewer, etc.)

Legal groups estimated Y2K litigation potentialto be as high as $1 trillion whereas the actual

amount was did not exceed $1 million (as per

WSJ)


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It has also been suggested that on September 11, 2001, the

New York infrastructure (including subways, phone service,

and financial transactions) were able to continue operation

because of the redundant networks established in the event of

Y2K bug impact and the contingency plans devised bycompanies. The terrorist attacks and the following prolonged

blackout to lower Manhattan had minimal effect on global

banking systems. Backup systems were activated at various

locations around the region, many of which had been

established to deal with a possible complete failure of

networks in the financial district on December 31, 1999. Hadthe emphasis on creating backup systems to deal with Y2K

not occurred, much greater disruption to the economy could

have occurred. Decentralization of infrastructure in

particular, the creation of multiple sites for backup data

helped keep banks up and running.

Y2K advantages


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CRISIS COMMUNICATIONWorkplace communication


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HANDLING RUMORS

Rumors began to circulate that a big lay off was

on the cards.

A number of people quit to join other companies.


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HOW TO HANDLE RUMORS THROUGH

BETTER COMMUNICATION.

Get Proactive :

y During times of change dont close the lid.

10-minute staff meeting,

An email addressed to the employees.

Be honest

y Speak accurately and truthfully.

y Don't consciously lie or mislead by remaining silent.


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HANDLING TEAM BULLIES

Bullies

y Intimidate

y Interrupt

y

Interrogatey Poison the attitude of other members

y Hamper productivity


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TAME THE BULLIES !

COMMUNICATION STRATEGY

Ask Questions for clarification.y Bully will not feel awkward ant will not possibly arouse

offense.

y

Tone Is Half the Message

y Tone and word-emphasis.y Don't use harsh derogative tones.

Focus on the Positivey Start discussions with points of agreement.

y Finding common areas of understanding that will put you both

at ease before you begin.

Stay Fact-Focusedy Use as many facts as possible when working with the Bully.

y Stick to dates, data, customers and documents to avoidsidetracking to personal differences.


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Embezzlement in Office


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KEY AUDIENCES

Customer

The Peer Group

Management

Media


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COMMUNICATIONDOs

Reiterate the commitments.

Emphasize that the incident is an aberration.

Report the swift and comprehensive action that has

been taken to mitigate the monetary and malice losses. Report restoration/initiation of the Efficacy of the

Internal Controls to alleviate recurrence.

Owning moral responsibility of the incident.


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COMMUNICATION DONTs

Fact distortions.

Pessimism/sense of loss.


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EFFECTIVE COMMUNICATION NEEDS

FOR PERFORMANCE APPRAISAL

COMMMUNICATE EFFECTIVELY TO SURVIVE


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COMMUNICATION AND PERFORMANCE

APPRAISAL

Performance Appraisal - can significantly improve

business performance by identifying the strengths and

weaknesses of each employee and motivating them to

improve their skills and achieve more challenging goals

A manager should effectively communicate to :

Create an environment for appraisal

Set the expectations right

Collect and record Data

Inform the performance results

Address grievance

Be consistent


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COMMUNICATION AND PERFORMANCE

APPRAISALDOS AND DON'TS

DOS

Communicate clearly

Empathize

Use Data and be Logical

Lend a supporting ear to a difference in perspective

DONTS

False Promise

Indifference in attitude

Arrogant or rude behavior

Postpone discussion for future


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SOFT SKILLS HAVE HARD BUSINESS

IMPACT

H A R I S A DU W I T H A D I F F E R E N C E

Lack of Effective Communication Effective Communication

H - Hitler H - Helpful

A- Arrogant A- Admirable

R - Rude R - Rational

I - Idiot I - Intelligent

S - Slow S - Stimuli provider

A- Attitude (Negative) A- Attitude (Positive)D - Deceitful (with few) D - Dear (to all)

U -Useless U - Useful


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LOGOS PATHOS AND ETHOS OF COMMUNICATION IN

PERFORMANCE APPRAISAL

Lord teach me to conquer

If conquer I can

But if I looseLet me loose like a man

And not like a coward I pray

Let me stand in the crowd and

Cheer as the winners go by

Let me say they were better men than I


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THANK YOU

Documents

Effective Communication for Crisis Management