Crisis Communication: Principles and Cases

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As this course is addressed, preferably to graduate students interested in crisis communication and public relations, participants should know about PR and related matters and/or should complete relevant classes before.

Students are expected to understand organizational realities in business, the public sector, and NGOs, identify stakeholders and prioritize them to point out potential sources of controversies and disputes between an organization and its publics.

The instructor assumes that students understand major public relations issues and know professional terminology used in industry publications, newsletters, blogs, sites, etc.

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The course aims to present an overview of recent developments in crisis communication theory and professional practice in the field. Such a combination of academic and industry perspectives exposes participants to various topics that could raise the interest of aspiring communication consultants, would-be public relations academics, and other students.

Academic research on crisis communication is rarely applied by practitioners of public relations and communication management. On the other hand, books on crisis management by public relations consultants primarily focus on practical hints on how companies, institutions, and individuals should communicate with specific groups during crises. Such how-to crisis manuals usually limit their horizons to personal achievements and whereabouts of their authors and other practitioners during crises, without putting them in a broader context.

As this course is addressed, preferably, to graduate students interested in crisis communication and public relations, participants should understand the nature of PR and related matters and/or – possibly – could complete relevant classes before.

Students are expected to understand organizational realities in business, the public sector, and NGOs, identify stakeholders and prioritize them to point out potential sources of controversies and disputes between an organization and its publics.

The instructor assumes that students understand major public relations issues and know professional terminology used in industry publications, newsletters, blogs, sites, etc.

The purpose of the course is to present and discuss an overview of recent developments in crisis communication theories and professional practice of the field, with numerous examples and cases of crises from global and local milieus, including current events (mostly from English-speaking countries).

Such a combination of academic and industry perspectives exposes participants to various topics that could raise the interest of aspiring communication consultants, would-be public relations academics, and other students. In addition, the instructor will use – when it is possible and relevant – his peers, his own, and other crisis managers' practical experience from their handling of actual crisis communication (either directly or via web).

Theoretical foundations of crisis communication will be discussed based on recent publications from global literature, research reports, and scientific journals. The list of presented theoretical concepts includes situational crisis communication theory (by W. T. Coombs), rhetorical approach to communication and crisis communication, application of the excellent public relations theory to crisis communication (developed by J. Grunig and F. Marra), image restoration theories (W. Benoit), contingency model and other concepts from scholarly and industry sources. Knowledge of these theories should help students differentiate between a real crisis and other problems, threats, or controversies that organizations must cope with during their everyday operations.

The first part of the course will cover issues handling and risk management, typology of crises in organizations and institutions, their impact on achieving the organizational objectives (in different sectors), identification of threats and sensitive areas, analysis of their influence of reputation, and methods to measure these phenomena.

Another group of subjects will cover available crisis communication strategies, as presented by scholars and practitioners in their scientific publications and communication manuals. Such strategies span from denials and rejecting potential accusations to admitting the organization's guilt and giving up to critics' demands. Theoretical traits will be juxtaposed with practical hints for communication managers, crisis teams, and entire organizations.

The more practical part will deal with developing and implementing a crisis communication plan and manual (and updating it when needed) in a selected organization. Using real-life examples, both generic (typical to most organizations) and the organization's specific aspects of the communication plan and manual will be discussed in detail. Equally practical subjects will include rules of handling media queries during crises, methods of approaching social media, the involvement of public relations consultants and senior managers in day-to-day and strategic operations during crises, the role of internal communication in long-term crisis management, addressing different stakeholders: clients, investors, local communities, environmentalists, activists (also internal ones), and other groups that may put pressure on an organization.

The course will be supplemented by less-discussed areas of litigation public relations, disputes and conflicts in financial communication and investor relations, and other controversies stemming from possible breaching of legal, ethical, and industry regulations.

The course requires students to actively participate in discussions since each class – in addition to presentations of concepts, models, and rules by the instructor – will also contain at least one crisis case (possibly a recent one) to analyze and dissect, using available knowledge and techniques. Thus, during the semester, students should follow selected public relations, crisis management, and communication media, websites, blogs, think tanks, academic centers, and experts to keep themselves updated on new developments in the field.

Such a combination of academic and industry perspectives on crisis communication is meant to expose participants to various topics that could raise the interest of aspiring communication consultants, would-be public relations academics, and other students.

Preliminary list of subjects to be covered during the course:

(1) – introduction to the course and overview of the program; objectives, evaluation and grading methods, assigned literature, and available resources (websites, online journals, professional services and newsletters, book chapters, papers, and articles).

(2) – major theories of crisis communication: situational crisis communication theory (SCCT), rhetorical approach to crisis communication, "excellent" crisis communication, image restoration theory, and other models of crisis communication.

(3) – theory and practice of crisis communication, how-to-handle and advisory books, crisis manuals' overview (by J. Lukaszewski), examples of communication crises (from PRSA's Silver Anvils and other databases).

(4) – typology and classification of crises, issue and risk management, crisis communication as a necessary (but not the sole) element of crisis handling.

(5) – identification of possible threats, analysis of their significance (and media exposure) for an organization, environmental scanning and recognizing sensitive areas, methods of gathering data (interviews, social media, internal activists, etc.).

(6) – different crisis communication strategies: rejecting accusations and attacking critics to surrendering and accepting their demands, application of situational crisis communication theory (SCCT).

(7) – objectives, structure, and parts of a crisis communication plan, its development methods and procedures, and preparation of a crisis manual.

(8) – development of a crisis manual (continued), how to use the script (scenario building) technique, holding statements – exercises.

(9) – crisis manual and its practical application, generic (typical) and specific elements of the crisis manual, dry runs (trainings), and crisis readiness.

(10) – media and social media handling during crises and controversies, organization of a crisis team in different institutions (companies, public sector, NGOs), the role of spokespeople, and external advisors.

(11) – social media in crisis communication (examples), activists as a threat and partners (also inside organizations), labor conflicts: layoffs, redundancies, top managers' exits.

(12) – legal controversies and court disputes in crisis communication (litigation public relations), working with legal advisors, public relations consultants' role in handling suits, business conflicts, etc.

(13) – crisis communication in financial public relations and investor relations (IR), legal requirements in financial communication IR – full disclosure, equal rights for all investors, applicable rules, and examples.

(14) – communication after crises: the need for environmental scanning, building relationships with relevant publics (including former opponents), periodical training, and simulations (with external advisors).

(15) – overview of recent major crises, additional students' presentations, course summary, grading, and adjournment of students.

The instructor reserves the right to adjust the schedule to accommodate students’ interests, requirements, and progress, ongoing business and communication crises, and possible guest appearances.

1. B. R. Brunner, C. A. Hickerson (eds.) (2019). Cases in Public Relations. Translating Ethics into Action. Oxford University Press, New York, Oxford.

2. W. T. Coombs (2015). Ongoing Crisis Communication. Planning, Managing, and Responding. Sage Publications, Inc., Los Angeles, London, New Delhi, Singapore, Washington, DC.

3. J. F. Haggerty (2003). In the Court of Public Opinion. Winning Your Case with Public Relations. John Wiley & Sons, Inc., Hoboken, New Jersey.

4. K. M. Hearit (2006). Crisis Management by Apology. Corporate Response to Allegations of Wrongdoing. Lawrence Erlbaum Associates, Publishers, Mahwah, New Jersey, London.

5. O. Lerbinger (2019). Corporate Communication. An International and Management Perspective. Wiley Blackwell, Hoboken, NJ.

6. J. Lukaszewski (2013). Lukaszewski on crisis communication. What your CEO needs to know about reputation risk and crisis management. Rothstein Associates Inc., Publisher, Brookfield, Connecticut.

7. T. Sellnow, M. Seeger (2013). Theorizing Crisis Communication. Wiley-Blackwell, John Wiley & Sons, Ltd., Chichester, UK.

8. Websites, blogs, and services of academic institutions, research centers, think tanks, public relations, and communication firms, advisers, experts, and professional and industry media (to be assigned by the instructor when needed).

Having completed the course, students should know enough about major trends in crisis communication theory and practice to participate in a crisis team and even contribute to handling a communication crisis. In addition, such set of newly acquired knowledge and skills will help students undertake their research programs for term papers and/or master's theses and will position them better in their job search.

Through this course, students will be able (KNOWLEDGE):

1. To understand the role of communication in an organizational strategy and be aware of the necessity to communicate with stakeholders during controversies, disputes, and crises.

2. To identify theoretical models and cases of effective communication during crises, to know professional standards applied in global public relations practice by the top PR agencies and departments.

3. To be aware of how to design and develop a crisis communication plan and manual, identify vulnerabilities and weaknesses of an organization, potential sources of conflicts with its stakeholders, and address these stakeholders and prioritize them.

4. To know management and communication rules in crises, address diverse communication issues facing all institutions during emergencies, and apply different communication channels and media to reach out to stakeholders.

By completing the course, students will obtain a set of new SKILLS:

1. To conceive, design, and conduct a research program on crisis communication practices, using best practices and examples from the recent literature, industry associations, and professional contests and competitions.

2. To learn about concepts of effective crisis handling, the rules of ethical and professional communication, and their practical application in different settings, especially during communicating sensitive and/or crises.

3. To learn about the role of crisis communication in managing an organizational crisis and appreciate other aspects of the situation (legal, financial, ethical, or personal) that senior managers of a crisis-stricken organization must consider.

4. To gain a broad perspective of crisis communication and its specific applications in different countries, industries, branches, and organizational environments (businesses, government entities, military, academia, NGOs, culture).

5. To understand the relationship between PR theory and practice to properly use academic research and industry best practices during crises and controversies and know how to locate such materials.

1. Students are expected to attend the classes and actively participate in class presentations and discussions. The following factors will be taken into account during the course grading: class attendance, reading and discussing assigned materials (including oral presentations in class), asking questions, and bringing relevant issues to the attention of the class.

2. Each student will find and choose two articles, papers, case studies, research reports (in academic or industry sources, possibly recent ones). Students will deliver oral presentations related to the found topics, professional articles, or their research in the field.

3. Occasionally, students will write two to three unannounced in-class tests to check their knowledge of assigned readings for the course. Students who fail to show up during the tests will be allowed to make up assignments (in consultation with the instructor).

4. The final mark will consist of the following factors:

- class attendance (30%),

- preparation and reading of assigned materials (including oral presentations) (40%),

- participation in discussions (20%),

- bringing new subjects to class (10%).

Passing the course will require earning at least 65% of possible points.