It is better to be prepared for a crisis than later try to cure it. Crisis management is not the mastery of spin, but preventing a PR nightmare.
Bonner uses the term “SOCKO” — Strategic Overriding Communications and Knowledge Objectives — to identify tangible risks and create clear messages, grouping solutions into strategies, attitudes, behaviors, goals, hopes, aspirations, capabilities, and training.
Ideally speaking there should be a crisis plan. According to Gerard Braud from Braud Communcations, a good rule is your crisis plan should be "Idiot proof." That means the plan should be so simple that anyone who can read can execute it.
But how do you find out what can hit the company?
Let’s follow 4 simple steps. One, this is when you spend time interviewing people within your organization to ask them what might go wrong and why. Your interviews should range from top executives, to managers, to line employees.
Two, creating the template that will become the heart of the plan. This is the part of the plan that coordinates notification of key leaders during a crisis, notification of the media, employees, customers, the community and other key stakeholders specific to your organization.
Three, literally write out what you anticipate you would say to your critical audiences in the event that each of these events happens.
Four, is testing the plan. If you don't test your plan, then it may likely be a crisis waiting to happen. A test lets all parties become familiar with what's in the plan and make sure it works as planned. Even the best plans have a flaw here and there that can be exposed and corrected during a drill.
What to do when crisis strikes? (whether you are prepared or not)
The first thing I would recommend is to preferably hire a PR professional skilled in handling critical situations.
Second, it is essential that an organization have an official spokesman (and back-up spokesmen) to be the voice and face of the organization in times of crisis. (This person also should be a skilled apologizer)
Third, a heartfelt public apology can go a long way to healing a bruised reputation, but a stiff, legalese-filled "statement" might just make things worse.
Fourth, in a crisis what is obvious may not be, therefore do not make predictions in a crisis.
Fifth, the first 24 hours during the crisis are important, thus it is suggested to make statements immediately.
Sixth, humanistic stories can be applied to neutralize the serious straight news. Mr. Kim used as an example the Asiana Airlines' publication of rescue stories during plane crash incident, which helped diverted negative image for the airline.
Seventh, businesspeople are advised not to use business jargons in dealing with the media as jargons can result in misinterpretation.
Eight, deliver the news with honesty and sincerity with specific emphasis on how the situation is being tackled.
Ninth, not to think about the immediate financial impact, the long term reputation is more important.
Tenth, do not think about just containing the damage – think about turning the situation on its head.
The key element in handling a crisis is to be ready. One cannot anticipate the exact shape a crisis will take anymore than a firefighter can anticipate how a fire will burn. How firefighters deal with that is to plan and practice. A company should be doing the same.
http://aboutpublicrelations.net/ucbraud1.htm
http://www.ereleases.com/prfuel/avoiding-public-relations-nightmares-through-crisis-management/
http://communication.howstuffworks.com/how-public-relations-works3.htm
http://www.slideshare.net/bnixon/public-relations-during-times-of-crisis-presentation
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