Sunday, August 18, 2013
Thursday, April 29, 2010
Real-World Applications for the Chaos Theory
I think the chaos theory was one of the most challenging aspects that I have ever encountered in my public relations education here at Quinnipiac University. What was even more challenging, however, is its real-life application in strategically handling crisis communications.
Much of the process book publicity and promotions relies on inconsistent means to spread information an interest in a title. Someone recommending a book to a neighbor; a book-club getting word of an interesting new summer read, etc. Also, getting newspaper or periodical coverage is also a very inconsistent process. It can therefore be true that just as publicity and hype for a title can happen in complicated, almost random patters, so too can crisis surrounding a book.
One example of this chaotic crisis is found in the Yale University Press’ publication of Jytte Klausen’s book “The Cartoons that Shook the World,” a look at the illustrations of Mohammad that incited a great deal of anger in the Muslim world. The crisis surrounding this book was Yale Press’ decision to remove the cartoons, which was seen as a cowardly act by many in the media. The decision was made in October 2008, two weeks before the book’s publication. And the subsequent public outcry resonated for weeks.
The coverage again picked up around Ramadan, and again after a suicide bombing in Afghanistan. And again after a Christmas-time al-Qaida threat. Discussion about the cartoons and criticism of Yale University Press was reignited any time some there was news of some disconnected event involving Muslims or Islamic Jihad. This is an orbiting sort of pattern that explains why the crisis happens in random, yet cyclical intervals. Though the triggers are random and unpredictable, the consequences are usually similar each time.
This pattern might also be expected with any of HarperCollins’ controversial books. For instance, it is soon publishing an autobiography by the polarizing figure Sarah Palin, and I would not be half surprised it experiences criticism for that book in the same design (albeit more civilly) that Yale Press received criticism over withholding the cartoons.
Much of the process book publicity and promotions relies on inconsistent means to spread information an interest in a title. Someone recommending a book to a neighbor; a book-club getting word of an interesting new summer read, etc. Also, getting newspaper or periodical coverage is also a very inconsistent process. It can therefore be true that just as publicity and hype for a title can happen in complicated, almost random patters, so too can crisis surrounding a book.
One example of this chaotic crisis is found in the Yale University Press’ publication of Jytte Klausen’s book “The Cartoons that Shook the World,” a look at the illustrations of Mohammad that incited a great deal of anger in the Muslim world. The crisis surrounding this book was Yale Press’ decision to remove the cartoons, which was seen as a cowardly act by many in the media. The decision was made in October 2008, two weeks before the book’s publication. And the subsequent public outcry resonated for weeks.
The coverage again picked up around Ramadan, and again after a suicide bombing in Afghanistan. And again after a Christmas-time al-Qaida threat. Discussion about the cartoons and criticism of Yale University Press was reignited any time some there was news of some disconnected event involving Muslims or Islamic Jihad. This is an orbiting sort of pattern that explains why the crisis happens in random, yet cyclical intervals. Though the triggers are random and unpredictable, the consequences are usually similar each time.
This pattern might also be expected with any of HarperCollins’ controversial books. For instance, it is soon publishing an autobiography by the polarizing figure Sarah Palin, and I would not be half surprised it experiences criticism for that book in the same design (albeit more civilly) that Yale Press received criticism over withholding the cartoons.
Why Evaluate?
According to our textbook, post-crisis analysis is one of the most important features of a crisis communications plan because it provides a chance for a company to assess what went wrong with a plan, what worked effectively and what changes have to be made in order to prepare for the next crisis. It is probably most effective to examine the benefits of post-crisis analysis by using a real example, and creating a fictitious example for HarperCollins.
First, the real example (though it should be noted that in order to protect the reputation of the firm, all names and locations have been changed). In this example, GICO, a small credit union in western Ohio had a crisis in which a person held up the bank and took the employees as hostages for several hours. The proper authorities were called and the situation grew very tense. Eventually, the situation was diffused and the hostages were released. After the event, however, the local newspaper was flooded with letters criticizing the bank’s handling of the situation.
In the process of post-crisis analysis, it was revealed that the bank failed to communicate with several key publics during the hold-up. First, though it notified the police, which, in turn, notified the media, no bank spokesman ever made a public statement during or after the incident. Also, the bank did not attempt to contact the families of those employees trapped inside. These steps were written into an updated crisis communication plan after they were discovered in the review.
A possible example for HarperCollins might occur after handling a plagiarism accusation crisis. It is possible that a publisher, like HarperCollins, might make some mistakes in handling the intense media pressure surrounding allegations of plagiarism. They might be quick to defend an author from the criticism in the hopes that the situation would pass quickly. If the author did, in deed, plagiarize though, the crisis will probably be prolonged. Upon review, HarperCollins might find that conducting its own internal investigation might be a worthwhile step to take before defending an author accused of plagiarism.
First, the real example (though it should be noted that in order to protect the reputation of the firm, all names and locations have been changed). In this example, GICO, a small credit union in western Ohio had a crisis in which a person held up the bank and took the employees as hostages for several hours. The proper authorities were called and the situation grew very tense. Eventually, the situation was diffused and the hostages were released. After the event, however, the local newspaper was flooded with letters criticizing the bank’s handling of the situation.
In the process of post-crisis analysis, it was revealed that the bank failed to communicate with several key publics during the hold-up. First, though it notified the police, which, in turn, notified the media, no bank spokesman ever made a public statement during or after the incident. Also, the bank did not attempt to contact the families of those employees trapped inside. These steps were written into an updated crisis communication plan after they were discovered in the review.
A possible example for HarperCollins might occur after handling a plagiarism accusation crisis. It is possible that a publisher, like HarperCollins, might make some mistakes in handling the intense media pressure surrounding allegations of plagiarism. They might be quick to defend an author from the criticism in the hopes that the situation would pass quickly. If the author did, in deed, plagiarize though, the crisis will probably be prolonged. Upon review, HarperCollins might find that conducting its own internal investigation might be a worthwhile step to take before defending an author accused of plagiarism.
If it went all wrong
In class we have been learning a lot about streamlining communications in times of crisis, so I ended up trying to imagine the different bad scenarios that HarperCollins could experience if it failed to follow proper communications procedures.
First, I should list three of the crisis rules of communication with which we have been dealing all semester.
1. Appoint a single company spokesman
2. Craft company message theme and stick to it!
3. Never say “no comment”
These rules are fairly common-sense measures that a company can undertake during crisis times, but how would the failure to use these guidelines hurt HarperCollins?
If the company relaxed its communications policy during a crisis, it would have the possibility of causing untold damage to the publisher’s financials and reputation. Without one unified company voice, various HarperCollins management people (who each would be receiving media inquiries) might confuse facts, misspeak or misrepresent the company to the media. Or, worse yet, lower-level employees might speak, blog or tweet inaccurate or confidential company information. This could lead to lawsuits, author-dissatisfaction and acquisitions-flight. All terrible possible outcomes.
If HarperCollins did not first form a cohesive and comprehensive company position prior to going public on a crisis issue, more havoc would reign. Without a unified, approved company message, a spokesman might give contradictory statements as a result of confusion, forgetfulness or even wavering confidence. This can easily lead to a great deal of public doubt in the management of the company. Though HarperCollins is not, itself, a publicly traded entity, this type of public distrust may even have implications on News Corp. share price.
Lastly, if a HarperCollins spokesman answered media questions with the “no comment” response, it might send the wrong message. In today’s culture, “no comment” is synonymous with corporate cover-up and tactful maneuvering. Instead, the spokesman should be as honest as possible and promise to find the answers to questions that he or she is not able to answer immediately.
These are just some of the possible scenarios that could result if HarperCollins does not follow proper crisis communications procedures. I think that its sterling reputation probably suggests that when crisis arises, the folks communicating on behalf of HarperCollins know what they’re doing.
First, I should list three of the crisis rules of communication with which we have been dealing all semester.
1. Appoint a single company spokesman
2. Craft company message theme and stick to it!
3. Never say “no comment”
These rules are fairly common-sense measures that a company can undertake during crisis times, but how would the failure to use these guidelines hurt HarperCollins?
If the company relaxed its communications policy during a crisis, it would have the possibility of causing untold damage to the publisher’s financials and reputation. Without one unified company voice, various HarperCollins management people (who each would be receiving media inquiries) might confuse facts, misspeak or misrepresent the company to the media. Or, worse yet, lower-level employees might speak, blog or tweet inaccurate or confidential company information. This could lead to lawsuits, author-dissatisfaction and acquisitions-flight. All terrible possible outcomes.
If HarperCollins did not first form a cohesive and comprehensive company position prior to going public on a crisis issue, more havoc would reign. Without a unified, approved company message, a spokesman might give contradictory statements as a result of confusion, forgetfulness or even wavering confidence. This can easily lead to a great deal of public doubt in the management of the company. Though HarperCollins is not, itself, a publicly traded entity, this type of public distrust may even have implications on News Corp. share price.
Lastly, if a HarperCollins spokesman answered media questions with the “no comment” response, it might send the wrong message. In today’s culture, “no comment” is synonymous with corporate cover-up and tactful maneuvering. Instead, the spokesman should be as honest as possible and promise to find the answers to questions that he or she is not able to answer immediately.
These are just some of the possible scenarios that could result if HarperCollins does not follow proper crisis communications procedures. I think that its sterling reputation probably suggests that when crisis arises, the folks communicating on behalf of HarperCollins know what they’re doing.
Wednesday, March 31, 2010
Wednesday, March 24, 2010
Analytics' Role in Preventing Crises
In previous posts I have discussed the importance of a company’s willingness to engage in some sort of two-way communication with its customers, in addition to its other publics, in order to better understand potential problems and to deal with crisis in an actionable way.
This morning I came across an article about a way that HarperCollins is using a new technology to improve the way it understand and communicate with customers. This analytics technology, provided by Coremetrics Analytics, is sure to be a major element in HarperCollins’ push towards digitalization. Analytics is a fairly new way of gathering complete and accurate information about a company’s clientele and applying it in order to tailor messages specifically to appropriate audiences and market more efficiently.
HarperCollins’ Senior Vice President of Global Author Services, Carolyn Pittis, seemed very enthusiastic about the prospect of analytics streamlining the company’s push towards full digitalization of its content.
“With Coremetrics' help, we have now upgraded our ability to see consumer interactions with our global websites in new more actionable ways. This ensures we can provide the best available engagement information and context to our publishing groups and to the authors they serve.”
In class, one of our main focuses has been on assessing a company’s prospective landscape in a way that can actively work to prevent crisis. It seems that HarperCollins is making strides towards this objective by employing this new technology to better understand the needs of their customer base and using that information to formulate a more effective communication plan.
This morning I came across an article about a way that HarperCollins is using a new technology to improve the way it understand and communicate with customers. This analytics technology, provided by Coremetrics Analytics, is sure to be a major element in HarperCollins’ push towards digitalization. Analytics is a fairly new way of gathering complete and accurate information about a company’s clientele and applying it in order to tailor messages specifically to appropriate audiences and market more efficiently.
HarperCollins’ Senior Vice President of Global Author Services, Carolyn Pittis, seemed very enthusiastic about the prospect of analytics streamlining the company’s push towards full digitalization of its content.
“With Coremetrics' help, we have now upgraded our ability to see consumer interactions with our global websites in new more actionable ways. This ensures we can provide the best available engagement information and context to our publishing groups and to the authors they serve.”
In class, one of our main focuses has been on assessing a company’s prospective landscape in a way that can actively work to prevent crisis. It seems that HarperCollins is making strides towards this objective by employing this new technology to better understand the needs of their customer base and using that information to formulate a more effective communication plan.
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