Two large and publicly visible
American organizations are struggling through shattering crises. Based on media
coverage of the two, one appears deeply mired in conflict and confusion, with
little or no vision about how to set itself on the road to recovery. Yet the
other organization seems to be addressing its issues, making necessary changes
and communicating openly with the audiences it depends on for survival.
Ironically, the Catholic Church
is the organization that relied on its power, position and authority to shield
it from public scrutiny of its wrongdoings, while United Airlines is the one
seemingly facing up to its challenge.
The two organizations could
hardly be more different in their purpose and goals. The circumstances that
precipitated their respective crises cannot be compared in any way. However,
what can be compared is their handling of those crises, particularly through
the news media.
This issue of Interviewing includes an article on each
of the organizations. As you read keep in mind that the overriding goal for any
organization in a crisis is to minimize the damage and get the organization
back to normal operation as quickly as possible. The longer the organization
remains in crisis, the more damage and the more difficult will be the recovery.
While accomplishing that goal
provides the organization with the best opportunity for survival, that doesn’t
mean it can accomplish that end through just any means. In fact, there are four
essential things an organization – any organization – must do to meet the
challenge of a crisis. These four actions add up to “the right thing.” They
include:
- Filling the information vacuum before others do it
for you.
- Reducing fear and tension by calmly presenting the
situation and any associated risks.
- Demonstrating genuine concern.
- Showing that corrective and preventative measures are
underway.
The information vacuum is that curious phenomenon that occurs when
a crisis strikes. Immediately, people’s lives are upset, changed. That sparks a
desire to know and understand the cause of the upset, which increases the level
of communication among people affected by the crisis beyond the normal range.
When communication increases without new information, the information vacuum is
formed. Those affected by a crisis will probably do two things when faced with
an information vacuum: They will begin to speculate about the nature and cause
of the crisis; and they will turn to the news media for information.
Calmly presenting the situation and any associated risks helps
allay fears and tension because it accomplishes two things: First, it
acknowledges the fact that people affected by a crisis have a right to know
what is happening to them and around them; Second, it gives them back a measure
of control over whatever event has affected their lives.
Demonstrating genuine concern provides the organization with a
chance to show its human face, to let those affected by a crisis know that real
people with good intentions are behind the effort to make things right again.
By showing that corrective and preventative measures are
underway, those affected by a crisis can see the beginning of the process
that will return their lives to normalcy while assuring that the same problem
is avoided in the future.
When an organization in crisis
seriously and sincerely pursues these four approaches through various
communication channels, it fills the information vacuum and stands the best
chance of quickly recovering from the crisis with some level of credibility
intact.
