Издательство Kogan Page, 2008, -265 pp.
Серия PR in Practice
We live in a world where corporate reputations are fragile and where crises seem to be occurring more and more. The role of the communicator in this environment is critical. Furthermore, the communication planner who might foresee and prepare for such eventualities is a significant player in our interconnected and changing world.
In this book, Michael Regester and Judy Larkin outline a comprehensive approach to managing situations that may tu into crises and handling crises once they occur. Their proposition is that it is impossible to live without risk and, therefore, it is important that organizations are in constant dialogue with all the stakeholders with whom they operate. This means that lines of communication must be open, regularly evaluated and that a basis for understanding needs to be established.
The authors go on to define issues and how they can be managed and, critically, who should be responsible for issues management. They discuss in detail the issues lifecycle, from the point at which an issue is just a potential, right through to its development into a crisis, when it is either resolved or left to lie dormant and pop up at some later stage.
Despite the best endeavours of the most insightful and professional managers and communicators, crises do happen. So what happens then? Well, it depends on the type of crisis! Regester and Larkin carefully outline a number of scenarios illustrating different crises and take the reader through the practicalities of the legal issues involved, the crisismanagement planning process and the nitty-gritty of handling crises as they unfold. This includes setting up a press centre, managing the media, handling relatives, keeping employees informed and dealing with the emergency services.
Of course, it doesn’t end there. Work is still to be done after the immediate crisis is over. Again, the authors suggest the necessary steps that have to be taken to manage the aftermath of a crisis and to lea from it. Sprinkled with detailed and informative examples and case studies, Risk Issues and Crisis Management in Public Relations is a must for the mode-day public relations practitioner. The authors have gained a great deal of knowledge and experience of issues and crises management over many years, having been involved in developing issues and crises management practices and handling a number of large-scale crises. The public relations practitioner who is able to manage risk issues and crises for his or her organization is an invaluable asset, so a good knowledge and understanding of the issues covered in this book is a must for anyone involved in public relations today.
Part 1 Risk Issues Management
Outside-in thinking
Issues management defined
Planning an issues management programme – an issues management model
CSR: the new moral code for doing business
An issue ignored is a crisis ensured
Implementing an issues management programme
Part 2 Crisis Management
So it hits the fan – now what?
Perception is the reality
The media in crisis situations
The legal perspective
Planning for the unexpected
Crisis communications management
Серия PR in Practice
We live in a world where corporate reputations are fragile and where crises seem to be occurring more and more. The role of the communicator in this environment is critical. Furthermore, the communication planner who might foresee and prepare for such eventualities is a significant player in our interconnected and changing world.
In this book, Michael Regester and Judy Larkin outline a comprehensive approach to managing situations that may tu into crises and handling crises once they occur. Their proposition is that it is impossible to live without risk and, therefore, it is important that organizations are in constant dialogue with all the stakeholders with whom they operate. This means that lines of communication must be open, regularly evaluated and that a basis for understanding needs to be established.
The authors go on to define issues and how they can be managed and, critically, who should be responsible for issues management. They discuss in detail the issues lifecycle, from the point at which an issue is just a potential, right through to its development into a crisis, when it is either resolved or left to lie dormant and pop up at some later stage.
Despite the best endeavours of the most insightful and professional managers and communicators, crises do happen. So what happens then? Well, it depends on the type of crisis! Regester and Larkin carefully outline a number of scenarios illustrating different crises and take the reader through the practicalities of the legal issues involved, the crisismanagement planning process and the nitty-gritty of handling crises as they unfold. This includes setting up a press centre, managing the media, handling relatives, keeping employees informed and dealing with the emergency services.
Of course, it doesn’t end there. Work is still to be done after the immediate crisis is over. Again, the authors suggest the necessary steps that have to be taken to manage the aftermath of a crisis and to lea from it. Sprinkled with detailed and informative examples and case studies, Risk Issues and Crisis Management in Public Relations is a must for the mode-day public relations practitioner. The authors have gained a great deal of knowledge and experience of issues and crises management over many years, having been involved in developing issues and crises management practices and handling a number of large-scale crises. The public relations practitioner who is able to manage risk issues and crises for his or her organization is an invaluable asset, so a good knowledge and understanding of the issues covered in this book is a must for anyone involved in public relations today.
Part 1 Risk Issues Management
Outside-in thinking
Issues management defined
Planning an issues management programme – an issues management model
CSR: the new moral code for doing business
An issue ignored is a crisis ensured
Implementing an issues management programme
Part 2 Crisis Management
So it hits the fan – now what?
Perception is the reality
The media in crisis situations
The legal perspective
Planning for the unexpected
Crisis communications management