Crises in an organization
Crises in an organization are almost inevitable and sometimes quite unpleasant. It's up to the Public Relations (PR) professional to dealing with the crisis. A correct response and a good resolution to a crisis can repair the trust lost by the public and even strengthen the organization's image.
Get to know some of the basic assumptions when it comes to dealing with crises in an organization:
- Apologize in case of liability. Making mistakes is human and can happen in any organization. The important thing is to recognize it, admit it and try to resolve it. However, it should be borne in mind that apologizing can be seen as an admission of responsibility and if it is someone else's fault, it is important to assume and resolve the problem, but not to take the blame. Taking responsibility and resolving the problem prevents and avoids a similar issue in the future.
- Keep employees informed at all times. Communicating first and often with employees is decisive in minimizing misinformation. It is always preferable for the company to control communication, preventing the media or other sources from spreading misinformation or misinterpretations. The clearer, more transparent and more fluid internal communication is, the greater the chances of all employees reflecting a positive company image externally.
- Being pragmatic in dealing with the online public. The social networks exponentially accelerate the already rapid speed at which information is disseminated. At the same time, they allow for greater proximity and reciprocal communication with all stakeholders. In the event of a crisis, it is vital that organizations maintain a coherent and succinct message, avoiding getting caught up in the spiral of misinformation that characterizes social networks.
Openness, transparency, sincerity and control of communication with all stakeholders are the ingredients for a successful crisis resolution. A well-resolved crisis is an invaluable long-term experience and asset for organizations and PR professionals.