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Organizations and Crisis

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Every organization must at some point deal with a crisis. Crisis situations are exceedingly difficult to deal with because, by definition, they are times of flux and change whose outcome will often depend on the organization's reaction. Managing a crisis is a function of planning and execution. Most important, for any organization, is effectively managing the flow information both within the organization and between the organization and the public. This is especially true for political organizations due to their reliance on communications and the media to get their message across: at heart, political organizations are vehicles for communications between the party leaders and the public. This paper will lay out the most effective methods and techniques available for dealing with political crises.

First, we will examine the stages of crisis management. There are four stages to effectively dealing with a crisis that apply to all kinds of organizations. The first stage is the mitigation and prevention stage, which involves a series of steps that can be taken before a crisis occurs that may avert it from occurring in the first place or that will limit the damage that will occur. The second stage is the preparedness stage, which involves creating a crisis management plan and training the organization staff to effectively deal with crises situations. The third, and most important stage, is the response stage which begins when the crisis occurs. During the response stage

. . .
d types of information the stakeholder group needs to know as well as the best way to reach the relevant contacts. Backup communications options, such as toll-free numbers for emergency call-ins or dedicated websites that can be activated during emergencies, are important as well in that they ensure that information will be available during a crisis no matter what the circumstances (Bernstein5). 7. Develop Holding Statements Holding statements are messages designed to be used at the moment that the crisis breaks. They are designed to deflect media inquiries and attention until a more formalized plan can be put in place. They must be developed in advance and should be tailored to a variety of scenarios to which the organization has been identified as being vulnerable to. The organization's full response to the crisis will not be clear until after the crisis has broken and the CCT has met to establish a coherent message. However, in the moment that a crisis breaks, the organization must have some key message ready to go. The CCT should review the holding statements periodically to ensure that they are relevant and effective (Bernstein5). Dealing With a Crisis When it Occurs Thus far we have focused on crisis pre
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Approximate Word count = 5912
Approximate Pages = 24 (250 words per page)

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