A crisis communication case study of the Austin package bombings in March 2018.

1. CRISIS COMMUNICATIONS
&AUSTIN BOMBINGS
&Dr. Corinne Weisgerber

2. A crisis is a situation that has reached a critical
phase for which dramatic and extraordinary
intervention is necessary to avoid or repair
major damage.
- Harvard Business Review

3. A crisis is a situation that has reached a critical
phase for which dramatic and extraordinary
intervention is necessary to avoid or repair
major damage.
- Harvard Business Review
R E P U TAT I O N & M O N E Y
Poor handling of a crisis can
cripple a reputation and cause
staggering monetary loss.
T
G O O D W I L L
Effective handling can
cement a positive reputation
and establish goodwill.
U
L O N G - T E R M P E R C E P T I O N
How an organization handles
a crisis may influence how it
is perceived for years to come.


4. BRIEF
RECAP
March 2:
March 12:
March 18:
March 20:

5. BRIEF
RECAP
March 2:
March 12:
March 18:
March 20:
Little media attention

6. BRIEF
RECAP
March 2:
March 12:
March 18:
March 20:
Little media attention
Major story in Austin,
treated as hate crime

7. BRIEF
RECAP
March 2:
March 12:
March 18:
March 20:
Little media attention
Major story in Austin,
treated as hate crime
New method, question
of new motive

8. BRIEF
RECAP
March 2:
March 12:
March 18:
March 20:
Little media attention
Major story in Austin,
treated as hate crime
New method, question
of new motive
National and inter-
national news story

9. WARNING SIGNS
OF A CRISIS
SURPRISE
INSUFFICIENT INFO
ESCALATING EVENTS
LOSS OF CONTROL
OUTSIDE SCRUTINY
SIEGE MENTALITY
PANIC

10. C EFFECTIVE
CRISIS COMMUNICATION
S OF

11. C EFFECTIVE
CRISIS COMMUNICATION
S OF
CONCERN

12. C EFFECTIVE
CRISIS COMMUNICATION
S OF
CONCERN
CLARIT Y

13. C EFFECTIVE
CRISIS COMMUNICATION
S OF
CONCERN
CLARIT Y
CONTROL

14. C EFFECTIVE
CRISIS COMMUNICATION
S OF
CONCERN
CLARIT Y
CONTROL
CONFIDENCE

15. C EFFECTIVE
CRISIS COMMUNICATION
S OF
CONCERN
CLARIT Y
CONTROL
CONFIDENCE
COMPE TENCE

16. C O M P E T E N C EC O N T R O LC O N C E R N
Does he come across as
concerned & caring?
1 53
Does he look like he knows
what he’s doing?
Does he control the situation
and the environment?

17. C O M P E T E N C EC O N T R O LC O N C E R N
Does he come across as
concerned & caring?
1 53
Does he look like he knows
what he’s doing?
Does he control the situation
and the environment?

18. - BP CEO Tony Hayward, NBC Today Show

19. - BP CEO Tony Hayward, NBC Today Show

20. APD Chief
Brian Manley
CONTROL3
CONFIDENCE4
COMPE TENCE5
CLARIT Y2
CONCERN1

21. APD Chief
Brian Manley
CONTROL3
CONFIDENCE4
COMPE TENCE5
CLARIT Y2
CONCERN1

22. APD Chief
Brian Manley
CONTROL3
CONFIDENCE4
COMPE TENCE5
CLARIT Y2
CONCERN1
Safety is primary concern

23. APD Chief
Brian Manley
CONTROL3
CONFIDENCE4
COMPE TENCE5
CLARIT Y2
Repeats key info; “right now”;
identifies “important message”
CONCERN1
Safety is primary concern

24. APD Chief
Brian Manley
Starts off by setting expectations:
brief, little info. Media staging area
CONTROL3
CONFIDENCE4
COMPE TENCE5
CLARIT Y2
Repeats key info; “right now”;
identifies “important message”
CONCERN1
Safety is primary concern

25. APD Chief
Brian Manley
Starts off by setting expectations:
brief, little info. Media staging area
CONTROL3
CONFIDENCE4
COMPE TENCE5
Eye-contact; comfortable saying
“we don’t know”
CLARIT Y2
Repeats key info; “right now”;
identifies “important message”
CONCERN1
Safety is primary concern

26. APD Chief
Brian Manley
Starts off by setting expectations:
brief, little info. Media staging area
CONTROL3
CONFIDENCE4
COMPE TENCE5
Eye-contact; comfortable saying
“we don’t know”
Explains what they are doing and
will do (next press briefing)
CLARIT Y2
Repeats key info; “right now”;
identifies “important message”
CONCERN1
Safety is primary concern

27. Risk comm. studies how people
behave during high-stress situations.
Modeled on the concept that
perception is reality.
WHY ALL THAT
REPETITION?

28. Risk comm. studies how people
behave during high-stress situations.
Modeled on the concept that
perception is reality.
WHY ALL THAT
REPETITION?

29. Risk comm. studies how people
behave during high-stress situations.
Modeled on the concept that
perception is reality.
WHY ALL THAT
REPETITION?
In times of high stress, people can
miss up to 80% of message content.
Of the 20% they do receive, most
is negative.

30. CLARIT Y: Repeating key messages

31. CLARIT Y: Repeating key messages

32. CONTROL OF
THE ENVIRONMENT
What does this image convey?
How would you feel if you were him?

33. CONTROL OF
THE ENVIRONMENT
What does this image convey?
How would you feel if you were him?
CONTROL
REQUIRES PLANNING
Communicating at every stage:
APD en route, staging area info, update,
ready for briefing

35. CLARITY
OF THE MESSAGE
Is this use of language effective for this audience?

36. CLARITY
OF THE MESSAGE
Is this use of language effective for this audience?

37. CLARITY
OF THE MESSAGE
Is this use of language effective for this audience?

38. CLARITY
OF THE MESSAGE
Is this use of language effective for this audience?
Do you know what an ordnance is?

39. A QUESTION TO REMEMBER:
WHO IS YOUR AUDIENCE?
The ‘Publics’ in Public Relations
I N G E N E R A L I N T H I S C A S Evs.

41. Organization

42. Board of Directors
Organization

43. Board of Directors
Employees
Organization

44. Board of Directors
Investors Employees
Organization

45. Board of Directors
Investors Employees
Government Organization

46. Board of Directors
Investors Employees
Unions
Government Organization

47. Board of Directors
Media
Investors Employees
Unions
Government Organization

48. Board of Directors
Media
Investors Employees
Unions Consumers
Government Organization

49. Board of Directors
Media
Investors Employees
Unions Consumers
Government CommunityOrganization

50. Board of Directors
Media
Investors Employees
Unions Consumers
Government Community
Internal Publics
Organization

51. Board of Directors
Media
Investors Employees
Unions Consumers
Government Community
Internal Publics
External Publics
Organization

52. KEY STAKEHOLDERS
AND THEIR NEEDS

53. KEY STAKEHOLDERS
AND THEIR NEEDS
Austin Community1

54. KEY STAKEHOLDERS
AND THEIR NEEDS
Austin Community1
Media2

55. KEY STAKEHOLDERS
AND THEIR NEEDS
Austin Community1
Media2
Government3

56. KEY STAKEHOLDERS
AND THEIR NEEDS
Austin Community1
Media2
Consumers4
Government3

57. KEY STAKEHOLDERS
AND THEIR NEEDS
Austin Community1
Media2
Consumers4
Investors5
Government3

58. KEY STAKEHOLDERS
AND THEIR NEEDS
Austin Community1
Safety, reassurance, info
Media2
Consumers4
Investors5
Government3

59. KEY STAKEHOLDERS
AND THEIR NEEDS
Austin Community1
Safety, reassurance, info
Media2
Information
Consumers4
Investors5
Government3

60. KEY STAKEHOLDERS
AND THEIR NEEDS
Austin Community1
Safety, reassurance, info
Media2
Information
Consumers4
Investors5
Government3
Local, State, Federal Response

61. KEY STAKEHOLDERS
AND THEIR NEEDS
Austin Community1
Safety, reassurance, info
Media2
Information
Consumers4
Tourists, people relocating
Investors5
Government3
Local, State, Federal Response

62. KEY STAKEHOLDERS
AND THEIR NEEDS
Austin Community1
Safety, reassurance, info
Media2
Information
Consumers4
Tourists, people relocating
Investors5
Austin economy: SXSW, etc.
Government3
Local, State, Federal Response

63. REASSURER
IN CHIEF
Of the city of Austin:
P e r f o r m i n g i n t h e r o l e o f

64. REASSURER
IN CHIEF
Of the city of Austin:
P e r f o r m i n g i n t h e r o l e o f
Mayor Adler

66. Use of ‘we’1

67. Use of ‘we’1
You’re not alone. Shared concern.

68. Use of ‘we’1
You’re not alone. Shared concern.
Use of ‘small army’2

69. Use of ‘we’1
You’re not alone. Shared concern.
Use of ‘small army’2
We take this seriously. We’re doing
everything we can.

70. Use of ‘we’1
You’re not alone. Shared concern.
Use of ‘small army’2
We take this seriously. We’re doing
everything we can.
Positive visualization3

71. Use of ‘we’1
You’re not alone. Shared concern.
Use of ‘small army’2
We take this seriously. We’re doing
everything we can.
Positive visualization3
Looking to a brighter future.

72. Use of ‘we’1
You’re not alone. Shared concern.
Use of ‘small army’2
We take this seriously. We’re doing
everything we can.
Positive visualization3
Looking to a brighter future.
Call for action4

73. Use of ‘we’1
You’re not alone. Shared concern.
Use of ‘small army’2
We take this seriously. We’re doing
everything we can.
Positive visualization3
Looking to a brighter future.
Call for action4
There’s something you can do.

74. Use of ‘we’1
You’re not alone. Shared concern.
Use of ‘small army’2
We take this seriously. We’re doing
everything we can.
Positive visualization3
Looking to a brighter future.
Call for action4
There’s something you can do.
Pinned Tweet5

75. Use of ‘we’1
You’re not alone. Shared concern.
Use of ‘small army’2
We take this seriously. We’re doing
everything we can.
Positive visualization3
Looking to a brighter future.
Call for action4
There’s something you can do.
Pinned Tweet5
Constant reminder. 1st thing you see.

76. - President Bush addressing the nation on the evening of 9/11

77. - President Bush addressing the nation on the evening of 9/11

78. PUBLIC & MEDIA NEEDS
THE SEARCH FOR INFORMATION

79. ENGAGING
THE MEDIA
Set up media headquarters.
Establish media rules.
Speak first and often.
Establish yourself as the most
authoritative source.
Don’t speculate.
Stay with the facts.
Be open; not defensive.
Make your point; repeat it.
Don’t wage war with media.
Be calm, truthful & cooperative.
Never lie.

80. NEEDS OF THE PUBLIC:
Want info & want it now

81. NEEDS OF THE MEDIA:
Inform public, don’t compromise investigation

82. Interpret management to the public
Management Public
and the public to management
PR
Professionals

83. Interpret management to the public
Management Public
and the public to management
PR
Professionals

84. Interpret management to the public
Management Public
and the public to management
PR
Professionals
Needs of
Media

85. Interpret management to the public
Management Public
and the public to management
PR
Professionals
Needs of
Public
Needs of
Media

86. Interpret management to the public
Management Public
and the public to management
PR
Professionals
Needs of
Public
Needs of
Media
Needs of
Law enforcement

87. A S S O C I A T E P R O F E S S O R
O F C O M M U N I C A T I O N
St. Edward’s University
CORINNE WEISGERBER, PHD
@ C O R I N N E W