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Crisis coms master of disaster

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Thomas Dybro Lundorf
Thomas Dybro Lundorf

This document provides information about DEMA's crisis communication efforts regarding the 2011 Fukushima Daiichi nuclear disaster in Japan. It discusses DEMA establishing webpages and FAQs about the situation, issuing 12 press releases over two weeks, monitoring media and answering public inquiries on a hotline. DEMA's communication aimed to keep the public informed while emphasizing that radioactive releases would not affect Denmark and advising people in Japan to follow local authorities' instructions.

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Crisis communication
JAPAN March 2011
ABOUT MYSELF Thomas Dybro Lundorf Born 1976 Head of communications unit at DEMA since 2008 @BRStdlundorf (most tweets are in Danish!) Email: tdl@brs.dk
About DEMA Employees: around 1.700 (including conscripts and volunteers) HQ at Birker淡d, six fire and rescue centres around the country Established 1938
National disaster response
Expert HazMat-teams
International disaster response
Fire prevention
Crisis management and planning
Training, exercises and education
Nuclear preparedness
Nuclear preparedness National preparedness plan Radiation level measuring 24/7 Plume clouds prognosis Coordination of crisis communication
Check DEMA out at BRS.DK Twitter @brsdk (in Danish) Twitter - @fsnielsen (Flemming S. Nielsen, head of international disaster management unit)
DEMA and Danish crisis communication
Basic principles of crisis communication i Dennmark Sector responsibility Principle of subsidiarity Principle of action The national emergency management organization The national operative staff and the central operative communication staff
DEMA and crisis communication Crisis communication courses Crisis communication is a central part of DEMAs national exercises Crisis communication is one of the five core elements in DEMAs emergency management planning guide
PITSTOP! Five minutes in pairs: What is crisis communication? What is the purpose of crisis communication? What is/are the most important element/-s in crisis communication?
Crisis communication should Cushion the effects of accidents and disasters on society and prevent harm to people, property and the environment Empower the people! Make them part of the response
Crisis communication should be Fast Accurate Understandable Following visible action
How to solve the mystery of
Media and social media monitoring helps your organization manage the situation as it evolves. Without it, youre blind. LOOK AND LISTEN
You have limited ressources, so choose your channels wisely: Press? Homepage? Social media? Hotlines? Pigeons? Knocking CHOOSE doors? CHANNELS
Nominate a dedicated spokesperson. She must be convincing and empathic. Go fast. Address uncertainty. Tell what you know - and what you SPEAK dont know. Tell em youre on it.
Be open and transparent. Let other key players know what youre saying, how and when. Keep your collegues updated COORDINATE
Crisis communicators cant be everywhere. Empower the people make everyone a crisis communicator. UNLEASH Potential: social media. THE CROWD
Crisis coms master of disaster
Exercise Crisis Evaluate Plan communication and adjust Educate
Exercise Crisis Evaluate Plan communication and adjust Educate
Plan Dette skrives ind i sidehoved / sidefod 29
Tasks Media and social media monitoring, home page editing, press handling, social media platform editing Leadership Competence, tasks, responsibilities Plan Organization Functions (web editor, press officer etc.), physical setting and replacement procedures Ressources Dark site, hotline, press conference facilities Procedures Dette skrives ind i sidehoved / sidefod 30 How to-descriptions: web article publishing, press handling, hotline managing
Exercise Crisis Evaluate Plan communication and adjust Educate
Exercise Crisis Evaluate Plan communication and adjust Educate
Exercise Dette skrives ind i sidehoved / sidefod 33
Exercise Some times are better for making mistakes than other times Dette skrives ind i sidehoved / sidefod 34
Exercise Crisis Evaluate Plan communication and adjust Educate
Exercise Crisis Evaluate Plan communication and adjust Educate
Evaluate and adjust Dette skrives ind i sidehoved / sidefod 37
The ability to recognize risk and to learn from exercises has been to weak The ability to carry out what has been Evaluate and adjust decided and to use the plans that have been developed has been to weak QUOTES FROM THE PREFACE OF THE 22. JULY COMMISSION REPORT Dette skrives ind i sidehoved / sidefod 38
Exercise Crisis Evaluate Plan communication and adjust Educate
Exercise Crisis Evaluate Plan communication and adjust Educate
Educate Educate
Educate Educate
Exercise Crisis Evaluate Plan communication and adjust Educate
. And when it all fails
Dette skrives ind i sidehoved / sidefod 45
PITSTOP! Writing a press release First things first Put yourself in the audiences situation what would YOU like to know? Be accurate, dont speculate Address uncertainty - tell what you know and what you dont know
WRITE A PRESS RELEASE First things first Put yourself in the audiences situation what would YOU like to know? Be accurate, dont speculate Address uncertainty - tell what you know and what you dont know Dette skrives ind i sidehoved / sidefod 47
JAPAN March 2011
7:13 Ritzau: Japanese Nuclear Power Plant faces possible meltdown
7:19: Breaking News SMS-alert from me to directors of DEMA and nuclear branch Ny billede det fra plkakaten
08:00: Main messages ready: 1) A release of radioactive substances in Japan will under no circumstances affect Danish territory
08:00: Main messages ready: 2) Persons in Japan should follow the instructions of the local and national Japanese authorities
08:00: Main messages ready: 3) DEMA is following the situation closely
08:00: Main messages: 1) A release of radioactive substances in Japan will under no circumstances affect Danish territory 2) Persons in Japan should follow the instructions of the local and national Japanese authorities 3) DEMA is following the situation closely
9:28: Press release sent to all Danish national media
The following two weeks Special webpage on Fukushima FAQ-list in Danish and English on brs.dk News and press releases on brs.dk Media handling Hotline Mails from citizens Kommunikation ifm. Fukushima- 9. marts 2013 h脱ndelsen Side 56
Daily visitors on brs.dk Week 11 and week 2 Week 11 = 876.060 hits on brs.dk. 1,6 times as many as week 2.
Most viewed pages on brs.dk Week 11 Week 2 Special web page and FAQ viewed approx. 10.000 times. FAQ used by the media (pol.dk and dr.dk).
12 press releases sent out in 2 weeks Jordsk脱lv og tsunami i Stillehavsregionen Japansk kernekraftv脱rk overv奪ges t脱t Ustabil situation p奪 japansk kernekraftv脱rk Temaside om kernekraftsituation i Japan Forh淡jet str奪lingsniveau ved Fukushima Hotline om japanske kernekraftv脱rker oprettet Alle rejser til Japan frar奪des Danmark sender assistance til Japan Danmark sender 23.000 t脱pper til Japan Nukleart m奪leberedskab udvidet til Gr淡nland Ufarlig radioaktivitet m奪lt over Danmark Hotline om japansk kernekraftv脱rk lukker
Press contacts 50-60 contacts from the press per day DEMA received around 400 calls from the press during week 11 of 2011.
Crisis coms master of disaster
2/3 of the population got the main messages right
Befolkningsunders淡gelse The population mainly got their information from the press
Medier Journalists wanted more proactivity Kommunikation ifm. Fukushima- Side 64 h脱ndelsen 9. marts 2013
What could we have done BETTER? Better planning on replacement of ressources More expert spokespersons More training to spokespersons More extensive use of social media
QUESTIONS? (quickly! Hit the mousebutton, Thomas!) Dette skrives ind i sidehoved / sidefod 66
Dette skrives ind i sidehoved / sidefod 67
Online strategic crisis communication
損 Mats Eriksson 損 rebro University 損 On-line strategic crisis communication In search of a descriptive model approach 損 October 2012
Based on interviews with 24 Swedish strategic communication practitioners The paper describes five crisis communication models/strategies: 1) Additional one-way channel 2) Platform and hub 3) Palpus 4) Networks 5) Action-nets
Research on CC so far Greer/Moreland: United Airlines used their own website for one- way comunication during 9/11 Taylor/Kent et al: the web should be used for two-way communication Conway et al.: gap between attitudes of PR-practitioners (two- way) and the actual output (one-way) during crisis situations Schultz, Uts, G旦ritz:The medium is the message: less negative crisis reactions using Twitter (!) Eriksson: effective strategy is more about crafting strategy than implementing it (Mintzberg) Why is that gap
Theory
The classic approach Organization = a mechanical system Crisis management = function of command Centralized organization Seeks control through planning, regulations and instructions Communication = transmitting a message Actors create relationships
The new approach Based on social constructivism and neo-institutionalism Crisis management = ongoing activity where action-nets are formed Decentralized organization Relationships create actors Communication = two-way (or more!)
New approach implications Improvisational theater Dont overplan- set a frame and improvise from there Dont train for the purpose og testing predetermined crisis plans get used to chaos and unpredictability
5 ways of communicating in crisis in Sweden
MODEL 1: Crisis communication as an additional one-way channel
MODEL 1: Crisis communication as an additional one-way channel All platforms = one-way: press, social media, homepage Crisis team: senior communication management Unified message through various channels No interaction (explained with lack of ressources)
Communi Communication then becomes more unidirectional than dialogue- and relationship- based in character - Crisis communicator on the use of Twitter during a crisis
MODEL 2: Crisis communication as an interactive platform and hub
MODEL 2: Crisis communication as an interactive platform and hub Storing of information on a webpage which becomes the primary source of information Unified message through various channels No interaction
MODEL 3: Crisis communication as a palpus
MODEL 3: Crisis communication as a palpus The internet as a tool for signal detection Media monitoring & social media monitoring Issues management countermeasures to emerging crisis Goal: to control the situation, and reduce uncertainty
MODEL 4: Crisis communication as networks
MODEL 4: Crisis communication as networks The internet as a support tool for crisis communication Web based crisis response systems KRISAM, Crisis commander
MODEL 5: Crisis communication as action-nets
MODEL 5: Crisis communication as action-nets Crisis coms occur with a large degree of improvisation Not solely linked to pre- determined, formal crisis managers Primary and situational actors are created in an ongoing process Case: SAS Facebook / the Finnish surf-club in 2004 during the tsunami /Googles crisis center
Dette skrives ind i sidehoved / sidefod 88
Tendencies Struggle between classical and new logic The more serious the crisis is, the more classical organizations tend to crisis communicate
PITSTOP! Choosing the right strategy for online crisis com Which model is the best in your opinion and why? How should emergency responders use action-nets for crisis communication during a crisis?
Further perspectives Further perspectives: crowdsourcing

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Crisis coms master of disaster

  • 2. JAPAN March 2011
  • 3. ABOUT MYSELF Thomas Dybro Lundorf Born 1976 Head of communications unit at DEMA since 2008 @BRStdlundorf (most tweets are in Danish!) Email: tdl@brs.dk
  • 4. About DEMA Employees: around 1.700 (including conscripts and volunteers) HQ at Birker淡d, six fire and rescue centres around the country Established 1938
  • 12. Nuclear preparedness National preparedness plan Radiation level measuring 24/7 Plume clouds prognosis Coordination of crisis communication
  • 13. Check DEMA out at BRS.DK Twitter @brsdk (in Danish) Twitter - @fsnielsen (Flemming S. Nielsen, head of international disaster management unit)
  • 14. DEMA and Danish crisis communication
  • 15. Basic principles of crisis communication i Dennmark Sector responsibility Principle of subsidiarity Principle of action The national emergency management organization The national operative staff and the central operative communication staff
  • 16. DEMA and crisis communication Crisis communication courses Crisis communication is a central part of DEMAs national exercises Crisis communication is one of the five core elements in DEMAs emergency management planning guide
  • 17. PITSTOP! Five minutes in pairs: What is crisis communication? What is the purpose of crisis communication? What is/are the most important element/-s in crisis communication?
  • 18. Crisis communication should Cushion the effects of accidents and disasters on society and prevent harm to people, property and the environment Empower the people! Make them part of the response
  • 20. How to solve the mystery of
  • 21. Media and social media monitoring helps your organization manage the situation as it evolves. Without it, youre blind. LOOK AND LISTEN
  • 22. You have limited ressources, so choose your channels wisely: Press? Homepage? Social media? Hotlines? Pigeons? Knocking CHOOSE doors? CHANNELS
  • 23. Nominate a dedicated spokesperson. She must be convincing and empathic. Go fast. Address uncertainty. Tell what you know - and what you SPEAK dont know. Tell em youre on it.
  • 24. Be open and transparent. Let other key players know what youre saying, how and when. Keep your collegues updated COORDINATE
  • 25. Crisis communicators cant be everywhere. Empower the people make everyone a crisis communicator. UNLEASH Potential: social media. THE CROWD
  • 27. Exercise Crisis Evaluate Plan communication and adjust Educate
  • 28. Exercise Crisis Evaluate Plan communication and adjust Educate
  • 29. Plan Dette skrives ind i sidehoved / sidefod 29
  • 30. Tasks Media and social media monitoring, home page editing, press handling, social media platform editing Leadership Competence, tasks, responsibilities Plan Organization Functions (web editor, press officer etc.), physical setting and replacement procedures Ressources Dark site, hotline, press conference facilities Procedures Dette skrives ind i sidehoved / sidefod 30 How to-descriptions: web article publishing, press handling, hotline managing
  • 31. Exercise Crisis Evaluate Plan communication and adjust Educate
  • 32. Exercise Crisis Evaluate Plan communication and adjust Educate
  • 33. Exercise Dette skrives ind i sidehoved / sidefod 33
  • 34. Exercise Some times are better for making mistakes than other times Dette skrives ind i sidehoved / sidefod 34
  • 35. Exercise Crisis Evaluate Plan communication and adjust Educate
  • 36. Exercise Crisis Evaluate Plan communication and adjust Educate
  • 37. Evaluate and adjust Dette skrives ind i sidehoved / sidefod 37
  • 38. The ability to recognize risk and to learn from exercises has been to weak The ability to carry out what has been Evaluate and adjust decided and to use the plans that have been developed has been to weak QUOTES FROM THE PREFACE OF THE 22. JULY COMMISSION REPORT Dette skrives ind i sidehoved / sidefod 38
  • 39. Exercise Crisis Evaluate Plan communication and adjust Educate
  • 40. Exercise Crisis Evaluate Plan communication and adjust Educate
  • 43. Exercise Crisis Evaluate Plan communication and adjust Educate
  • 44. . And when it all fails
  • 45. Dette skrives ind i sidehoved / sidefod 45
  • 46. PITSTOP! Writing a press release First things first Put yourself in the audiences situation what would YOU like to know? Be accurate, dont speculate Address uncertainty - tell what you know and what you dont know
  • 47. WRITE A PRESS RELEASE First things first Put yourself in the audiences situation what would YOU like to know? Be accurate, dont speculate Address uncertainty - tell what you know and what you dont know Dette skrives ind i sidehoved / sidefod 47
  • 48. JAPAN March 2011
  • 49. 7:13 Ritzau: Japanese Nuclear Power Plant faces possible meltdown
  • 50. 7:19: Breaking News SMS-alert from me to directors of DEMA and nuclear branch Ny billede det fra plkakaten
  • 51. 08:00: Main messages ready: 1) A release of radioactive substances in Japan will under no circumstances affect Danish territory
  • 52. 08:00: Main messages ready: 2) Persons in Japan should follow the instructions of the local and national Japanese authorities
  • 53. 08:00: Main messages ready: 3) DEMA is following the situation closely
  • 54. 08:00: Main messages: 1) A release of radioactive substances in Japan will under no circumstances affect Danish territory 2) Persons in Japan should follow the instructions of the local and national Japanese authorities 3) DEMA is following the situation closely
  • 55. 9:28: Press release sent to all Danish national media
  • 56. The following two weeks Special webpage on Fukushima FAQ-list in Danish and English on brs.dk News and press releases on brs.dk Media handling Hotline Mails from citizens Kommunikation ifm. Fukushima- 9. marts 2013 h脱ndelsen Side 56
  • 57. Daily visitors on brs.dk Week 11 and week 2 Week 11 = 876.060 hits on brs.dk. 1,6 times as many as week 2.
  • 58. Most viewed pages on brs.dk Week 11 Week 2 Special web page and FAQ viewed approx. 10.000 times. FAQ used by the media (pol.dk and dr.dk).
  • 59. 12 press releases sent out in 2 weeks Jordsk脱lv og tsunami i Stillehavsregionen Japansk kernekraftv脱rk overv奪ges t脱t Ustabil situation p奪 japansk kernekraftv脱rk Temaside om kernekraftsituation i Japan Forh淡jet str奪lingsniveau ved Fukushima Hotline om japanske kernekraftv脱rker oprettet Alle rejser til Japan frar奪des Danmark sender assistance til Japan Danmark sender 23.000 t脱pper til Japan Nukleart m奪leberedskab udvidet til Gr淡nland Ufarlig radioaktivitet m奪lt over Danmark Hotline om japansk kernekraftv脱rk lukker
  • 60. Press contacts 50-60 contacts from the press per day DEMA received around 400 calls from the press during week 11 of 2011.
  • 62. 2/3 of the population got the main messages right
  • 63. Befolkningsunders淡gelse The population mainly got their information from the press
  • 64. Medier Journalists wanted more proactivity Kommunikation ifm. Fukushima- Side 64 h脱ndelsen 9. marts 2013
  • 65. What could we have done BETTER? Better planning on replacement of ressources More expert spokespersons More training to spokespersons More extensive use of social media
  • 66. QUESTIONS? (quickly! Hit the mousebutton, Thomas!) Dette skrives ind i sidehoved / sidefod 66
  • 67. Dette skrives ind i sidehoved / sidefod 67
  • 69. 損 Mats Eriksson 損 rebro University 損 On-line strategic crisis communication In search of a descriptive model approach 損 October 2012
  • 70. Based on interviews with 24 Swedish strategic communication practitioners The paper describes five crisis communication models/strategies: 1) Additional one-way channel 2) Platform and hub 3) Palpus 4) Networks 5) Action-nets
  • 71. Research on CC so far Greer/Moreland: United Airlines used their own website for one- way comunication during 9/11 Taylor/Kent et al: the web should be used for two-way communication Conway et al.: gap between attitudes of PR-practitioners (two- way) and the actual output (one-way) during crisis situations Schultz, Uts, G旦ritz:The medium is the message: less negative crisis reactions using Twitter (!) Eriksson: effective strategy is more about crafting strategy than implementing it (Mintzberg) Why is that gap
  • 73. The classic approach Organization = a mechanical system Crisis management = function of command Centralized organization Seeks control through planning, regulations and instructions Communication = transmitting a message Actors create relationships
  • 74. The new approach Based on social constructivism and neo-institutionalism Crisis management = ongoing activity where action-nets are formed Decentralized organization Relationships create actors Communication = two-way (or more!)
  • 75. New approach implications Improvisational theater Dont overplan- set a frame and improvise from there Dont train for the purpose og testing predetermined crisis plans get used to chaos and unpredictability
  • 76. 5 ways of communicating in crisis in Sweden
  • 77. MODEL 1: Crisis communication as an additional one-way channel
  • 78. MODEL 1: Crisis communication as an additional one-way channel All platforms = one-way: press, social media, homepage Crisis team: senior communication management Unified message through various channels No interaction (explained with lack of ressources)
  • 79. Communi Communication then becomes more unidirectional than dialogue- and relationship- based in character - Crisis communicator on the use of Twitter during a crisis
  • 80. MODEL 2: Crisis communication as an interactive platform and hub
  • 81. MODEL 2: Crisis communication as an interactive platform and hub Storing of information on a webpage which becomes the primary source of information Unified message through various channels No interaction
  • 82. MODEL 3: Crisis communication as a palpus
  • 83. MODEL 3: Crisis communication as a palpus The internet as a tool for signal detection Media monitoring & social media monitoring Issues management countermeasures to emerging crisis Goal: to control the situation, and reduce uncertainty
  • 84. MODEL 4: Crisis communication as networks
  • 85. MODEL 4: Crisis communication as networks The internet as a support tool for crisis communication Web based crisis response systems KRISAM, Crisis commander
  • 86. MODEL 5: Crisis communication as action-nets
  • 87. MODEL 5: Crisis communication as action-nets Crisis coms occur with a large degree of improvisation Not solely linked to pre- determined, formal crisis managers Primary and situational actors are created in an ongoing process Case: SAS Facebook / the Finnish surf-club in 2004 during the tsunami /Googles crisis center
  • 88. Dette skrives ind i sidehoved / sidefod 88
  • 89. Tendencies Struggle between classical and new logic The more serious the crisis is, the more classical organizations tend to crisis communicate
  • 90. PITSTOP! Choosing the right strategy for online crisis com Which model is the best in your opinion and why? How should emergency responders use action-nets for crisis communication during a crisis?