media, pr and crisis management

Media, PR and Crisis Management

February, 2010

Introduction

© Oxford Strategic Marketing

Speed dating!Meet at least five new people• Name and role• What would you rescue from your office in a crisis?

5 Minutes

Individual

Exercise: Introductions


Today is about …

Give you capability to manage an

escalating incident with the media

Develop an understanding of

crisiscommunication

Give you basic tools & techniques to manage crisis communication

Understand the basic ground rules about how media

operates

Give you an understanding of

the threat from “new” media

To help you build effective capability into your role and within your team


Lunch

11 hourhour Introduction and principlesIntroduction and principles

½½ hourhour Managing crisis communicationsManaging crisis communications

11¼¼ hourshours Traditional and new mediaTraditional and new media

¼¼ hourhour Wrap up Wrap up

Agenda for the day

22¼¼ hourshours Crisis simulation exerciseCrisis simulation exercise


House-keeping

No mobiles or laptops

Engage and challenge

Starton time

Safetynotices

Practicalities

CrisisManagement

CommunicationPrinciples


No harm incidentAn incident occurred, but with no

harm caused to the patient or member of staff

Adverse incidentAn incident that has caused loss or

harm

CrisisA crisis is an incident that escalates out of your control. The speed and scope of an incident does not necessarily define a crisis – it is loss of control that is the

key differentiator

Serious untoward incident (SUI)

An adverse or near-miss event, act or omission which has produced (or has

the potential to produce) serious injury or death, poses a serious risk

to the objectives of the Trust and which has produced (or has the potential to produce) significant

legal/media or other interest

What we mean by a crisis


NO HARM INCIDENT

An incident occurred, but with no harm

caused to the patient or member of staff

Different levels of incident

• Complaint by a NGO or pressure group reference the cleanliness or efficiency of an NHS unit


ADVERSEINCIDENT

An incident that has caused loss or harm


• Credible media report of an ambulance being involved in serious road traffic incident


SERIOUSUNTOWARD

INCIDENT (SUI)An adverse or near-miss event,

act or omission which has produced (or has the potential to produce) serious injury or death,

poses a serious risk to the objectives of the Trust and which

has produced (or has the potential to produce) significant

legal/media or other interest


• Malpractice around the protection of patient data being downloaded and sold to commercial concerns that would benefit from the content


CRISISA crisis is an incident that escalates out of

your control. The speed and scope of an incident

does not necessarily define a crisis – it is

loss of control that is the key differentiator


• The reporting of institutionalised misinterpretation of patient data, that has resulted in misdiagnosis of a critical illness to a wide number of patients


Tool: Definitions

No harm incident

An incident occurred, but with no harm caused to the patient or member of staff

Adverse incident

An incident that has caused loss or harm

Crisis

A crisis is an incident that escalates out of your control. The speed and scope of an

incident does not necessarily define a crisis – it is loss of control that is the key

differentiator

Tool: What we mean by a crisis

What the tool isWhat the tool is……

Gives definitions of

the different types of

incident that can

occur, to give shared

understanding of

what each term

means

When to use itWhen to use it……

As an input to a

crisis or incident

management protocol, and when

deciding how to

handle any incident

that might arise

How to use itHow to use it……

Ensure all those likely

to be involved in

handling incidents

are clear how each is

defined, and what the

implications are in

terms of actions to be

taken

Serious untoward incident (SUI)

• A ‘Serious Untoward Incident’ is defined as an adverse or near-

miss event, act or omission which has produced (or has the

potential to produce) serious injury, serious psychological injury or

death, pose a serious risk to the objectives of the Trust and which

has produced (or has the potential to produce) significant

legal/media or other interest.

– Serious incidents involving patients, e.g. operation on wrong

limb, serious drug error, maternal death

– Serious injury or unexpected death involving a member of staff,

visitor, contractor or another person to whom the organisation

owes a duty of care;

– Major health risk, e.g. outbreak of infection such as salmonella,

legionella or radiation incidents;

– Suspension of a health professional because of concerns about

professional practice or criminal activity; or

– Major breach of security.

– Major breach relating to information or governance

An adverse or near-

miss event, act or

omission which has

produced (or has the

potential to produce)

serious injury or

death, poses a serious risk to the

objectives of the

Trust and which has

produced (or has the

potential to produce)

significant legal/

media or other interest


What might take an incident out of control?2 Minutes

Call out

Exercise: Incident to crisis


What takes an incident out of control?

External dimensions• Patients• Insurance companies• Regulators• Non government

organisations

• Politicians• Media• General public• Social media• Etc..........

Internal dimensions• Employee revelations• Poor alignment• Trade union issues • Another NHS entity


Key incident management communication principles

• Clear protocol• Simple robust

approach• Dual path strategy

for alignment• Clear

accountabilities• Investment into

building capability• Anchored in values


Protocols exist within the NHS


Risk Management

Incident management model

Issue

Manag

emen

t

Issues can escalate into a crisis at any time –long standing and usually ‘slow burn’

Out of your control

Based on escalation principle – every crisis

has to start as an incident – some just

accelerate more quicklythan others

Becoming bigger in scale and consequences - SUI

IncidentManagement

Threat Categories• People• Services• Facilities

Protecting the Business from Disruption in day to day activities and programs e.g. Risk Strategy, Quality, HACCP, H&S

CrisisManagement


Communication strategyCommunication strategyThe dual path communication modelThe dual path communication model

External Audiences

Internal Audiences

Issue Resolution

Action

Communication

Align what we do (Action) with what we say (Communication) through our communication strategy and tools

Dual path model


Escalation model

Incident is recognised

Identify an investigationlead and team within one working day

Commun-icate with patient,patient’sfamily, staff, externalagenciesand media

Completethoroughinvestigationwithin 4-8 weeks of incidentbeingidentified

Writtenreport and action plan availablewithin 12 weeks of seriousincidentoccuring

Reportissued to relevantparties


Tool: Escalation model

Tool: Escalation model

What the tool isWhat the tool is……

Sets out the different

stages of an incident,

and what needs to

happen at each stage, with timescales

When to use itWhen to use it……

Build a version of

this into any crisis or

incident planning and

follow the steps if an

incident occurs

How to use itHow to use it……

You’ll need to vary

the exact steps to fit

your own situation,

but you can use this

as a template from

which you can build

your own escalation

model

Extract

Immediately serious

untoward incident (SUI) is

recognised

• Incident Checklist followed

• Inform Quality and Standards department

•Out of hours 221 bleep holder

•Out of hours report on Q& S Hotline phone next day

The Decision making Team confirm SUI Investigation Team in place inc Lead, HR, non-exec, Union rep, patient/ governor where

appropriate• Go through

SUI incident checklist

• Chronology must be available at first meeting

• DT as appropriate

Identify an Investigation

Lead and team within working

day or at the latest the next working day

• IR1 and StEISS to be completed (latest next working day)

•Communications Manager to agree press release and messages to staff and external agencies

•Being Open policy to be deployed

•Formal letter to patient/ family

Communication with patient,

patient’s family staff, external

agencies & media

•RCA completed, chronology to be verified and all evidence collated within 8 weeks

•Draft report using template

•MDT learning event when appropriate to identify solutions

Complete thorough

investigation within 4-8 weeks of incident being identified, MDT learning event

Written report & action plan

availablewithin 12 weeks

of SUI date

Report to PS&E, Clinical Risk

Quality Operational Committee

Finalise report ,

lessons learned

logIdentify dissemination of

reportAgree monitoring

of action plan andrecommendation

s via Q&S Review monthly

meetingShare report-Trust, Coroner NHSLA etc as appropriate


Key learning points

There are different levels of incident with agreed accountabilities to trigger

Ensure you know what protocol exists and linked to a clear escalation model

Act within agreed timeframes, aligning internal and external communication

CrisisCommunication

Dynamics


Crisis management and the role of communications

Maintaining alignment between the executive decisions and the communication

surrounding the incident or crisis

Managing the release of all authorised policies, strategies and statements

Ensuring all content is factually correct

Track and monitor the impact of communications

Prepare all aspects of the communication

hierarchy – see figure 1


Issue Resolution

Words too far ahead of actions

Action

Communication

Misalignment

Issue Resolution


Action

Communication

Dual path model

Issue ResolutionIssue Resolution

Action too far ahead of words


Issue Resolution

Action

Communication

Dual path model

Words and actions/decisions are aligned


Protocols


Hierarchy of the communications task force role

Figure 1

Find the facts

Create communication strategy

Agree talk points

Identify questions and answers

Carry out rehearsal

Issuestatement

Giveinterview


Buildcapability

andsustainability










Tool: Top ten tips

Tool: Tips for incident and

crisis communications

1. Communication is integral within the Incident & Crisis

Management protocol -The Dual path approach is the

key to alignment

2. All communications must be formally released by The

Communication Task Force Leader

3. Monitor and track the impact of your Communication

Strategy

4. Where possible, the communication team should be

reinforced when the Protocol is triggered

5. Command and control are critical success factors –

decide and contract before

6. Time spent on planning is seldom wasted

7. Keep it simple – complexity fails

8. Control what you control within the agreed strategy

9. Practice and rehearse – minimum once a year

10. Plan in sustainability and succession planning – include

in staff induction

Capability Building & Sustainability


What are the challenges that you face in putting crisiscommunication“theory” into practice?

10 Minutes

Open Forum

Exercise:


The challenges

• Counter to matrix culture

• Needs early decision or trigger

• Requires discipline at every level

• Organisation buy-in• Invest in training and

sustainability


Trusts have a duty of care to take all reasonable steps to ensure the safety of its staff, patients and the general public on Trust property

Trusts have a duty to report incidents to

the appropriate Strategic Health

Authority in a timely matter

Duty of care

NOTE: This should include services commissioned by a Trust


The voice of reason?

• All law is tested sooner or later against reasonableness – creating precedents

• Public opinion and patients/consumers have expectations that are sometimes unreasonable

• Incident and crisis communication is about resetting this expectation and winningthe reasonable argument

• Time will always be against you –not fair but true!!


Key learning points

Communication has clear roles to play in a crisis – these need to be set up and

established before a crisis ever takes place

This doesn’t come easy – there are challenges to be overcome and real commitment is vital

before a crisis

Trusts have a clear duty of care, and this needs to be clearly reflected in the way any

crisis is handled based on NHS VALUES

How traditional media works


3 minutes to interview your colleagues about a headline from today’s paper30 seconds to present a “piece to camera”

10 Minutes

Teams of 4

Exercise: Interviewing


How people traditionallyassimilate news

ExternalchallengeEvaluation of your perception in the light of other opinion

Five step process (Jennie Beck TNS Media)

OpinionformingEstablishingpersonalperception and opinion

ActivegatheringSeeking more information, detail and understanding

PassiveassimilationMulti-media exposure,resulting in widerunderstanding

BasicawarenessSurfaceacknowledge-ment of a story


Features of traditional media

PRESS• Most opinionated

• Editorially driven

• Set a ‘news agenda’

• Analysis, comment, position

• Detail of yesterday’s story

• Spin on the story


TV• Breaks the news

• Edits the images

• Hosts opinion

• Facilitates discussion, debate & commentary

• Specialist brands – BBC�News24,�Sky�News,�CNN�



RADIO• Breaks the news

• Edits the content

• Host has opinion

• Facilitates discussion, debate, commentary

• Specialist brands – BBCRadio Four, Local FM, Regional FM, Radio Five Live



INTERNET NEWS- spin-off from traditional media• Dominant news media 24/7

• Continually develops stories

• Links to in-depth stories

• Archive of history

• Anywhere, anytime, anybody



Traditional media cycle


IDENTIFY POTENTIAL STORYDirect Contact:• Source• Letter to Editor• Competitor• Researched Article



VERIFICATION & RESEARCH• Phone or meeting contact/source

• Research experts

• Photo opportunity

• Write article

• Traditional research library



PRESENTATION OF THE STORY• Copy checked by news desk

• Legal scrutiny

• Editorial sign off



SHARING THE STORY• Newspaper sold on streets

• 12 hour life cycle

• Media may reinforce story

• Readers discuss



FOLLOW ON• In depth reporting

• Readers letters

• Editorial



Communication components

Figure 1

For use with traditional media

Find the facts


Agree talk points


Carry out rehearsal

Issuestatement

Giveinterview


Traditional media statements

HoldingStatementAcknowledge the situation

To gain time

Demonstratecommitment

UpdateStatementsKeep people informed

Tell the facts as they unfold

CoreStatementState the facts

Outline your intentions

Basis for future communications

Closure StatementDefinitive version of the incident

Emphasizespositive elements

Thanks people


1. Based actions on the Dual Path Strategy -alignment2. Always tell the truth and stick to the facts3. Reinforced through the NHS values4. Show concern be human – put safety first5. Be cooperative and deliver on your promises – do not make false commitments

6. Take accountability for resolving the incident7. Focus on what you’re doing about the solution8. Present the crisis in a larger context9. IF WRONG, APOLOGISE (understand public dimension vs. legal dimension)10. Think – Speed, Accuracy, Credibility and Consistency

Tool: Incident management with traditional media1. Build relationships before a crisis2. Don’t play favourites with the media 3. Be proactive4. Make their job easy – develop good pre-

prepared photos, fact sheets, briefing packs

5. Understand their agenda and editorial position

6. Never treat them as ‘the enemy’7. The facts will always come out – sooner or

later so you control them8. Don’t trickle the story out to the media -

prolongs the attention the crisis receives9. Anticipate the worst-case scenario10. Accept the counsel of professionals

Tool: Tips for dealing with traditional media

Top tips in toolkit


Develop a Holding Statement for an allegation of malpractice – see worksheet10 Minutes

Tables

Exercise: Holding statement


Example of holding statement

The Conway Trust have been recently made aware of allegations surrounding Professor John Amhurst, the head of Neurology at the Carrick Children’s Hospital. As a matter of urgency, the Trust has initiated an investigation, that is due to report its initial findings on Tuesday 12 March 2010. Subject to these findings we will be in a better position to comment more fully.

Professor Amhurst has cooperated fully with the Trust and is keen to ensure all parties concerned, including himself, are kept fully informed. He has offered, and is taking annual leave until the Trust meets to consider the issue on 13 March 2010.

We feel at this stage, it would be premature to pre judge the outcome of this investigation. However we do appreciate the urgency and concerns raised around this matter and will ensure that we do not delay, in publishing its findings.

In the meantime, an apology to the parents of Chelsea James has been offered by the Trust’s CEO, David Mason, in a personal phone call, supported by a formal letter.

We will of course ensure, if there are any future significant developments, we keep all interested parties informed. In the meantime if you have any questions please contact Susan Rees, Head of PR the Conway Trust @ [email protected] or tel:0123456789

HoldingStatementAcknowledge the situation

To gain time

Demonstratecommitment


Key learning points

Different media channels deal with news in different ways – we need to understand their

agendas

The news cycle dictates what’s needed at what point in a story – this is reflected in the

different types of statement that you can issue

How new media works


How people are changing to assimilate news

ExternalAlliancesVirtual groups align and create additionalchallenges

OpinionformingEstablishingdialogue on line and with Special Interest Groups

ActivegatheringSearch engines and social media

PassiveassimilationMulti-media exposure,resulting in widerunderstanding

BasicawarenessOften starts with traditional media channels


Comparing media strengths and weaknesses

BasicAwareness

PassiveAssimilation

ActiveGathering

Opinion Forming

ExternalChallenge

TV Press Radio Internet i Mobile


Features of new media

Internet• Rapid

• Uncontrolled

• Uncensored

• Generates urban myths

• Interactive

• 24x7

• Creating a culture of sharing

• Open format

• Based on dialogue BBC iPlayer topped 100m programme downloads in December


New media coverage



Rememberthis cycle ?Remember

this cycle?


Traditional versus new media

Direct Contact:• Source• Letter to Editor• Competitor• Research Article

TRADITIONAL

• Newspaper’s web forum• RSS feed news – to email• Twitter• Blog search• Email• Facebook• YouTube• Podcast• Live stream video• On line forum

NEW MEDIA

IDENTIFY POTENTIAL STORY


• Phone or meeting contact/source

• Research experts• Photo opportunity• Write article• Traditional research library

TRADITIONAL

• Multiple sources via social networks

• Blog searches• Global expert consultation• Own blog for suggestion/input• Links to Facebook/MSN• Specialist message boards• Social bookmarking tools• Telephone interviews for

podcast• Digital video reports• Use of photo – sharing

websites

NEW MEDIA

VERIFICATION & RESEARCH



• Copy checked by news desk• Legal scrutiny• Editorial sign off

TRADITIONAL• Copy checked• Email, phone, blog• Keywords tagged• GEO tagging• Video report• Image slideshows• Download• Podcast• Updates posted on social networks• Upload to youtube channel• Images on newspapers• Flicker group• Reporter hosts readers Q & A• Update bulletins • Googlemap locator• Internal/External links to associate

items

NEW MEDIA

PRESENTATION OF THE STORY



• Newspaper sold on streets• 12 hour life cycle• Media may reinforce story • Readers discuss

TRADITIONAL

• On line news hourly update• Streamed on Media• RSS subscribers direct links• Links to all channels• Twitter feed• Facebook embedded• Blogs• Invitations to email to readers

own networks

NEW MEDIA

SHARING THE STORY



• In depth reporting• Readers letters• Editorial

TRADITIONAL

• Blog traffic• Tweets• Social network engagement• Alerts• Message boards

NEW MEDIA

FOLLOW ON



New media channels

•What is in your protocol?

•What is the policy for comments on your Trust through new media channels?

•Can you monitor the impact of new media in a crisis?


See your laptops for the challenge

10 Minutes

Tables

Exercise: Twitter


The challenges

• How to harness new media?

• Can you influence the users?

• Do you have the specialist resources?

• Do you have the human capability?

• When will new media be traditional?

• How do you monitor the impact?

• How do you keep alignment – traditionaland new media?

• What is the role with your staff? – SMS,blog, YouTube?


Key learning points

New media has changed the ground rules – now the expectation is dialogue

Different issues at every step in the news cycle

Need to ensure your policy & protocols keep up to date

Managingcrisis

communication


Extracts from Trust incident management protocols

• Most�have�‘one�liners’ on�media�management�or�external�communications

Extract

6.8.5 Where an incident occurs which could result in a significant impact on the Trust of a legal, media or other interest, it is important to ensure that the situation is managed appropriately to safeguard patients, staff and the organisation. This means that any person affected by the incident, i.e. staff, patient, relative, member of the public, should where possible be notified prior to the media.

6.8.6 The Chief Executive must be informed of all incidents that may involve or attract the attention of the media.



• Some�have�more�guidance

CONSEQUENCE OF THE INCIDENT

AActual or potential impact on

patient, staff or visitor(s)

BNo. of people affected or potentially

affected at one time

CActual or potential impact on the Trust

CATASTROPHIC

MAJOR

MODERATE

MINOR

INSIGNIFICANT

Death Over 50

National adverse publicitySevere loss of confidence in the organisation

Litigation expected >£1MExtended service closure

Major permanent harm 16-50

National adverse publicityMajor loss of confidence in the TrustTemporary service closure (> 1 week)

Litigation £50K - £500K

Semi-permanent harm (up to 1 year) including:Known or suspected health care-associated

infection which may result in semi-permanent harm3-15

Local adverse publicityModerate loss of confidence in the TrustTemporary service closure (up to 1 week)

Increased length of stay 8-15 daysIncreased level of care 8 – 15 days

Non-permanent harm (up to one month) including known or suspected health care

associated infection which may result in non permanent harm

1-2Litigation <£50K

Increased length of stay 1-7 daysIncreased level of care 1-7 days

No obvious harm 1-2 Minimal impactNo service disruption

Extract


A different approach using checklists

Extract

27 Have you made sure the patient/family/carers have been informed as per Being Open Policy?

28 Has the Incident Decision Tree been completed if appropriate by divisional HR lead?

29 Have all relevant chiefs of divisions, clinical directors, senior managers DPSSMs been informed?

30Does the incident need reporting to HSE?

Does the incident meet the definition of Memorandum of Understanding requirements?

Have NHS Rotherham been informed and incident reported on STeISS (Quality and Standards department will do this)

Do any other external agencies need to be informed?

Have all staff been identified for statements and/or interviews?

Has the communications manager been informed?Has a communication briefing been developed to share with trust and/or media?

31

32

33

34

35

36

37

Have all staff been given the appropriate support and advice e.g. Occupational Health referrals

Has the Investigation team been identified and roles and responsibilities clarified?

ALL OTHER ACTIVITY WILL BE DOCUMENTED IN THE LEARNING LESSONS LOG

ADDITIONAL ACTIONS FOR RED/SUI INCIDENT INVESTIGATION TEAM ONLY



Escalation model

Seriousincident is recognised

Identify an investigationlead and team within one working day

Commun-icate with patient,patient’sfamily, staff, externalagenciesand media

Completethoroughinvestigationwithin 4-8 weeks of incidentbeingidentified

Writtenreport and action plan availablewithin 12 weeks of seriousincidentoccuring

Reportissued to relevantparties

Flow chart Approach for a SUI



Using action lists with prompts:Extract

Basic Awareness

Passive Assimilation

Active Gathering

OpinionForming

External Challenge

Work area

External Challenge

Actions Lead Timescale Completed(tick) Notes

Supervised report reading with family of X

Family of X has requested a written apology (see Family

Correspondence)

Supervised report reading with family of Y

Letter of apology and hard copy investigation report to be delivered to family of X

Letter of apology and hard copies of report to be given to family of Y

Offer of media support to family of X

Prepare statement with family of X

Provide family of Y with copies of statement to issue to

reporters calling in person

Statement will be provided in media packs to be provided at

the press conference

Arrangements in place for telephone

enquiries to family of X

Family of X to refer any telephone media enquiries

Inform Local Authority• Communications Lead• Director of Social Services

Arrange meeting between report authors and Trust & Provider Trust Chief Execs

Draft and send letter in advance of report publication

To summarise the findings and include a newspaper report

as a reminder of the case


Trust incident management protocols

Ensure your Trust IncidentManagementProtocol has an effective Annexure to cover media and externalcommunicationsand it links to the main body of the protocol

It must :– Illustrate how Communication links to the

Incident Management Organization - the dual path approach

– Illustrate how communication supports the incident management escalation system – green– amber - red = Clear guidance between Trust actions/decisions and the communication consequences

– State the mandatory ‘Triggers’ for the Communication Team

– State ‘release procedures’ with single accountability

– Deliver 24 x 7 coverage– Include built in sustainability – training and

rehearsal through simulation annually


Protocols


Protocol typical content

PRE-AMBLE• Associated policies,

strategies,documents

• Document Control• Distribution• Update procedure• Review frequency



CONTENT• Purpose• Accountabilities • Objectives• Structures with report lines• Values and behaviours• Definitions• Review & update

procedure• Incident & crisis model



PROCEDURES DURING AN INCIDENT• Reporting and escalating

incidents• Managing incidents• Authority levels• Corporate Governance• Legal & regulatory dimension• Incidents involving third party

authorities• Management Communication• Media Management• Stakeholder interaction



ADDITIONAL CONSIDERATIONS• Informing patients and relatives• Investigating incidents• Storage & retention of incident

management documents• External reporting within NHS• Disciplinary action• Equality impact assessment• Learning & development of

incident management• Monitoring compliance • Standards• Performance Management• References with other associated

protocols


Managing crisis communicationsprinciples

You can do everything right and still be badly damaged

You can’t stop people talking…but you can influence what they say

Assume everything will get into the public domain

It’s never too early to centralize communication in an incident or crisis

What you say internally has to be aligned to your external messages

Crisis communication is a full time job in an SUI or crisis


Scenario planning before a crisis

Develop a clear strategy framework and pre-prepared position statements for any scenario

Develop your links with any relevant communication team members in DH & SHA

Identify your key audiences in advance

Decide the most effective communication channel for each audience

Use a communication matrix to keep track of the communication plan

Know your critical time plan for each audience


Key considerations when planning

Your GoalThe goal of crisis communication is to move ‘bad news’ through the media and public attention expeditiously, with credibility and openness and within your NHS values

There are four key elements to crisis communications:

• Speed• Accuracy• Credibility• Consistency


Media communication strategy

Provide all assistance possible to the media. They will cover the story

regardless of the extent to which you cooperate, and will get information from outside sources (disgruntled employees, competitors, outsiders) if they cannot get

it from you

Inform the public frequently and accurately in lay language through

the media from the outset. If not done, the information vacuum will be filled by

rumours far worse than the real situation

Keep the media fully informed. Don’twait for them to call

Always be candid and timely inresponding to the media

Provide information from the viewpoint of the public interest, rather

than from the Trust’s interest

Assume a ‘worst-case’ position forplanning purposes

A sound media crisis communication strategy should incorporate the following:


Key learning points

Different protocols take different approaches. No “right answer”, but understand your own

protocol and maintain it by regular review

All crisis communication benefits from adherence to some basic principles – check

that you are following these

Crisiscommunication

simulation


3 part Simulation1. Door-stepping2. Strategy & Plan3. Review2 hours

Tables

Exercise: Communicationstrategy simulation


Crisis communicationsimulation

This Simulation is designed to develop:• The fact find• Understanding of the Dual path Approach• Developing a Communication Strategy• Defining the Talk Points• Developing Holding & Core Statements• Developing the Q&A• Releasing Statements• Rehearsing for a media statementIt will be in three partsPart 1 – Door-steppingPart 2 – Developing a measured responsePart 3 – Review & Discuss

Find the facts


Agree talk points


Carry out rehearsal

Issuestatement

Giveinterview

Crisiscommunication

action plan


What I’m going to do differentlywhen I get back to my desk

5 Minutes

Individual

Exercise: Action planning


Other courses for communicators and leaders

Introduction To Effective

Strategic Communication

Marketing & CommunicationFor Behaviour

Change

HighPerformance

Marketing and Communication

Introduction To Media and PR

Media, PR and Crisis

Management

Strategic Management of Reputation and Relationships

Introduction To Internal

Communication

Internal Communicationand Managing

Change

Effective Workforce

Engagement and Why it Matters

Seewebsite

for details


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