risis communications theories

Situational crisis communication theory (SCCT)

It was proposed by W. Timothy Coombs implying that there is need for crisis managers to harmonize strategic crisis responses to the extent of crisis responsibility and threat to reputation caused by that crisis. Crisis type evaluation, history of the crisis and previous relationship reputation assist crisis managers to forecast the level of threat to the organization and how the organization’s publics are likely to perceive the crisis and respond to the crisis (Coombs & Holladay, 2012). A crisis is any threat to operations of an organization that can have significant negative effects if not handled properly. These threats could involve loss of reputation, financial meltdown or even a hazard to public safety. Coombs created an experimental SCCT that gives communicators scientific support in decision making implying that actions by an organization after the crisis depend on the situation of the crisis (Coombs, 2007).

Coombs designed strategy guidelines in response to a crisis. The first step is that information and adjustment to the information are adequate when the crisis has minimum crisis responsibility attribution (victim crises) and absence of history of identical crises prior to the reputation of the relationship. Playing victim may be used partly in response to violence, tampering with products, rumors and natural disasters (Coombs & Holladay, 2002). Strategies for reducing the crisis should be employed for any crisis with minimum crisis responsibility attribution (victim crises) and absence of history of identical crises prior to the reputation of the relationship. Rebuilding actions must be taken for a crisis with a low attribution of crisis responsibility (accidental).

Rebuilding response strategies must be used for a crisis with strong attribution of crisis responsibility (preventable) irrespective of history or previous relationship with reputation. The strategy of denying must only be used in the case of rumors when necessary. Consistency has to be maintained throughout the crisis to increase effectiveness of the response to the crisis (Coombs, 2006a). The main factor determining an effective strategic response to a crisis is understanding of the situation and the amount of threat posed by the crisis. Threat to reputation is influenced by the initial crisis responsibility, history of the crisis and previous relational reputation.

Initial crisis responsibility is based on quickness, accuracy and consistency. A response to a crisis must be provided as soon as it occurs. During a crisis, people need to know the cause and experts in crisis management usually talk of information vacuums created by the crisis. Accurate information needs to be disseminated to the public (Coombs, 2007). Any statements that are not correct have to be corrected since they make an organization look incompetent.  Speaking with one voice during a crisis maintains accuracy. Consistent feedback needs to be given to the public to keep their confidence in the organization.

In crisis history, evaluation of similar crises in the past is crucial. If the organization has history of encountering crises or a bad history in dealing with stakeholders, crisis responsibility attributions and the degree of threat to the reputation are higher (Coombs, 2006b). Prior relational reputation is impacted by the history of the crisis. If the public perceives the organization as to having a high crisis responsibility level, they are likely to have a negative attitude towards it. A low level of crisis responsibility evokes sympathy towards the organization hence promoting the reputation of the organization.

This theory proposes two major categories of crisis response strategies, primary and secondary. In primary the manager has to deny of any presence of crisis in the organization and blame outside parties for the crisis (Coombs & Holladay, 2002). Diminishing crisis response ensures that the organization had no control over the events that triggered the crisis. Rebuilding crisis response strategy offers compensation to victims and a public apology. Secondary crisis response strategies entail reminding the public of previous benefits of the organization to them and reminding them the organization is also a victim of the crisis.

In the SCCT framework there are three major types of crises namely victim, accidental and preventable. Victim group implies that the organization could be a victim of the crisis. This could be a result of rumors that damage its image, natural disasters such as earthquakes that destroy infrastructure and violence in the workplace due to previous workers attacking current employees in protest of unresolved grievances (Coombs, 2007). External factors such as product tampering by retailers may also cause damage to the image of the organization.

Accidental crises arise from actions of the group that result in an unintentional crisis hence posing a moderate reputational threat. They emanate from challenges it faces and stakeholders may claim that the organization is conducting itself in an improper manner (Coombs & Holladay, 2002). Technical errors may result in industrial accidents causing a crisis. In some cases, errors in technology may lead to some products being recalled.

Preventable crises are caused by the organization putting people at risk, acting inappropriately or violating laws. These crises pose severe reputational threat to the organization. They occur due to human errors that cause accidents or cause harm to products rendering the inconsumable in the market (Coombs & Holladay, 2012). Sometimes the organization violates certain laws leading to a crisis. Stakeholders may also be misled leading to physical injury or otherwise.

Reference

Coombs, W. T., & Holladay, S. J. (2012). The handbook of crisis communication. Chichester, U.K: Wiley-Blackwell.

Coombs, W. T., & Holladay, S. J. ( 2002). Helping Crisis Managers Protect Reputational Assets: Initial Tests of the Situational Crisis Communication Theory. Management Communication Quarterly, 16, 2, 165-86.

Coombs, W. T. ( 2006a). Protecting Organization Reputations During a Crisis: The Development and Application of Situational Crisis Communication Theory. Corporate Reputation Review, 10, 3, 163-176.

Coombs, W. T. ( 2007). Protecting Organization Reputations During a Crisis: The Development and Application of Situational Crisis Communication Theory. Corporate Reputation Review, 10, 3, 163-176.

Coombs, W. T. ( 2006b). The Protective Powers of Crisis Response Strategies. Journal of Promotion Management, 12, 3-4.