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Managing a Crisis by Betty Brown

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Running head: MANAGING A CRISIS USING PR SIMULATION SUMMARY

Managing a Crisis Using PR Simulation Summary

University of Phoenix

MKT/438 – Public Relations

Managing a Crisis Using PR Simulation Summary The following paragraphs present an interesting scenario of a most peculiar mishap regarding one of the turbines used by an environmentally safe electric company named Greenergy. The concepts in this summary give insight into proactive planning, feedback mechanisms, examples of ineffectual deployments, when to use proactive crisis management, and reactive crisis management as is associated with PR. Most importantly, by the end of this report a clear understanding of how to manage a crisis will have been acquired.
Proactive Planning Proactive planning is a concept designated to the sole purpose of being prepared prior to an action or occurrence. The ability to cope with and endure an event is always in the company’s best interest as well as all publics involved. Proactive planning is merely the thoughts and actions taken in order to forecast and deal with crisis situations in a positive manner by way of a variety of tools available to Public Relations (University of Phoenix, 2010).
Feedback Mechanism The situation Greenergy found itself in affects many publics at every level. An ideal feedback mechanism should be general and simplistic in structure, yet specific enough to extract logical information to effectively determine the response to a crisis. A good understanding of the publics’ thoughts and emotions is necessary. Hence, facilitating opinion surveys on the internet, intranet, and extranet may be the most effective way to utilize the primary feedback mechanism in this situation. Blogging in all three forums could potentially offer substantial feedback as was suggested by Wilcox and Cameron (2009) in the case with Coca-Cola. The information received would be direct and associative. Once the average mindset is determined, Greenergy progressively develop a plan addressing the learned concerns of its several publics.
Ineffectual Deployment Ineffectual ways to deploy the crisis management plan do exist and could be crippling. Even to a business as strong as Greenergy. Innovative ways include the internet, intranet, and extranet and are quick and effective; however, acting too quickly in the public’s eye can stir up more issues and public involvement and generate more friction in turn. The electronic sources of deployment offer more control than press conferences and press releases.
When to Use a Proactive Crisis Management Plan Proactive crisis management plans should be used anytime the need arises. If the forecasting abilities of the company are up to par, the ability to proactively respond will be quicker and more fluid than not. Without proper planning, the company could potentially suffer from negative publicity and public criticism. A proactive plan is always most appropriate unless there are no plans in place for the situation. At this time, the company may resort to a reactive crisis management mode via public relations.
Reactive Crisis Management and PR PR is extremely active in the reactive crisis management process. Should a crisis arise and strength in the reactive crisis management arena not be with the company, the company should consider professional consultation to assist through the crisis. PR uses such tools as a designated spokesperson and media relations in instances requiring reactive crisis management. Reactive tactics can offer timeliness, damage control, ethics, and credibility while also taking ownership and responsibility of a situation. However, “Intentionally influence the public’s perception of you. Be proactive not reactive “ is used as the definition of influence (Seitel, 2007). Therefore, proactive responses are what companies strive to achieve.

Conclusion “Public Relations is the proactive communication that an organization initiates and maintains with the media, its clients, and key internal and external publics. It provides organizations various tools that can be used to support brand building, research attitudes of consumers, and influence key publics. This simulation illustrates the use of Public Relations to develop a Public Relations plan and to use its various tools to manage a crisis” (University of Phoenix, 2010). Although the exact scenario was not delivered in this particular paper, the understanding and sense of urgency related to proactive and reactive crisis management was certainly conveyed. Usage of internet, intranet, and extranet innovations provide a means for feedback mechanisms in the form of surveys. Much research for a company can determine what to plan for in the proactive arena and any other circumstances can be addressed in the reactive arena if necessary. PR plays a pertinent role in any crisis situation and many tools and techniques are available to companies in order to quickly, and positively, respond or react depending upon the circumstance and the company’s preparedness.

References
Seitel, F. (2007). The Practice of Public Relations. [Uneversity of phoenix Custom Edition e-text]. Upper Saddle River, NJ: Prentice Hall. Retrieved from University of Phoenix, rEsource, MKT438- Public Relations Course Web site.

University of Phoenix. (2012). Managing a Crisis Using PR. Retrieved from University of Phoenix, rEsource, Simulation, MKT/438 Public Relations Web site.

Wilcox, D. L., & Cameron, G. T. (2009). Public Relations: Strategies and Tactics. Allyn and Bacon

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