PM applauds response to cruise ship fire - JamaicaObserver.com
Princess Cruises Ship Fire
Date of Incident: March 23, 2006
Summary:
A fire broke out aboard the A Princess Cruises Ship, the Star Princess early Thursday, March 23, 2006 as it pulled up to the Montego Bay port of Jamaica leaving one passenger dead, 11 people injured and at least 100 rooms scorched.
News articles on incident and date within the first 10 articles under Google search:
1. www.cannesnews.com March 25, 2006
2. www.crusielawsnews.com March 11, 2007
3. www.msnbc.msn.com March 24, 2006
4. www.cbsnews.com March 24, 2006
5. www.cruisecritic.com April 1, 2008
6. www.caribbeanshipping.com March 23, 2006
7. www.jamaica-gleaner.com January 25, 2007
8. www.jamaicaobserver.com March 23, 2006
9. www.cnn.com March 23, 2006
10. www.jamaica-gleaner.com March 24, 2006
Summary of Crisis Communication Response:
The captain’s response as the incident unfolded was quoted by one of the unnamed news articles was relayed by a passenger as immediately coming over the intercom and reassuring passengers that everything was going to be all right.
A Princess Cruise statement identified also said that as a result of a fire caused by a cigarette, two passengers suffered “significant smoke inhalation injuries” and nine others had “minor complications.”
According to MSNBC.com’s Susan Lim, the cruise company had sent letters to passengers stating that full cruise fares and air transportation will be reimbursed. Passengers who booked air transportation separately were advised to fill out a form and state their destination cities. Princess will arrange flights for Friday and Saturday.
Jamaica Hotel and Tourist Association’s response was that a smoldering cigarette was suspected as the cause of the blaze. This was reported to have been said Horace Peterkin, president of the Jamaica Hotel and Tourist Association, who toured the ship after it docked.
The U.S. Coast Guard dispatched investigators and fire engineers to help determine the fire’s cause and whether the ship was seaworthy, Coast Guard Petty Officer James Judge who was reported to have said that teams were expected to arrive and the number one concern right now is safety.
Timing:
Press Releases were issued to the media within hours on the same day as well as on the day after the incident by representatives from the Jamaica Hotel and Tourist Association, Princess Cruises and the Jamaica Constabulary Communication Network. Passengers who survived the fire were immediately communicated to and reassured by the Princess Cruises Staff and offered hotel accommodation. On the following day, letters were given to the passengers confirming reimbursement of cruise fares and air transportation return tickets to their destination cities.
Technique:
There was face to face verbal communication between Princess Cruise’s Management and the surviving passengers to reassure them and make arrangements for hotel accommodation. Letters were issued by hand to all the affected passengers addressing the situation.
In the press release issued to the media, the company statement gave descriptive information saying that two passengers suffered “significant smoke inhalation injuries” and nine others had “minor complications.”
During the press conference held, Julie Benson, spokeswoman for Princess Cruises, which is owned by Miami-based Carnival Corp said that passengers grabbed life jackets and raced to “muster stations” after the fire started about 3 a.m. The crew put out the fire, then did a cabin-by-cabin search to check for victims and make sure everyone else was safe, she said.
Tone:
The tones identified in the various responses were:
Explanatory – explaining what happened, how it happened, contextualizing the details
Compassionate – use of reassuring, comforting words
Authoritative – using authoritative jargon like statistics, expert advice, referring to authoritative data.
Discussion:
The crisis was handled well from beginning to end. The underlined statement about the captain coming on the intercom to reassure passengers was particularly commendable. In the midst of crisis, the first response of the company involved is what should contain what is known as the key message, this is explored further in the analysis and discussion section. In this case the message was reassuring and comforting to frightened emotional passengers.
The fact that Princess Cruise did not cover up the tragedy and was honest about what may have caused the fire was also commendable. Princess Cruise became human (a concept further explored in the analysis and discussion section) by their comforting reassuring gesture of accommodation and reimbursement. The spokesperson’s account of the incident gives the impression that the must important concern of the cruise line is the safety of its customer. It is that kind of positive messaging and gesture that deflects negative attention from being cast on a company’s reputation. Also, it was clear that only one spokesperson was appointed to speak on the company’s behalf.
Saturday, November 28, 2009
Tuesday, September 15, 2009
Security forces get high marks for handling of hijack crisis - JamaicaObserver.com
Security forces get high marks for handling of hijack crisis - JamaicaObserver.com
Canjet Attempted Hijacking
Date of Incident. April 20, 2009
Summary:
On Sunday, April 19, 2009, a Canjet plane scheduled to depart Montego Bay, Jamaica for Canada via Cuba, was held hostage by a man. The hijacker, later identified as 21-year-old Stephen Fray, eluded security measures Sunday night before brandishing a handgun and allegedly demanded money from the passengers while requesting that he be flown to Cuba. According to reports, all passengers were subsequently released by Fray after he received cash, but six crew were held hostage until the standoff ended early Monday morning.
News articles on incident and date within the first 10 articles under Google search.
1. en.wikipedia.org no date
2. www.flyertalk.com April 20, 2009
3. www.airliners.net April 20, 2009
4. www.facebook.com April 21, 2009
5. www.servinghistory.com May 13, 2009
6. www.alpha.org no date
7. www.network.nationalpost.com May 8, 2009
8. www.sandiegoaccountantguide.com May 16, 2009
9. www.trurodaily.com May 9, 2009
10. www.yardee.com no date
Summary of Crisis Communication Response:
The Jamaican Prime Minister Bruce Golding and other Government ministers, as well as officials from the tourism sector, visited and spoke with the passengers and crew apologized for the incident and presented them with souvenirs before their departure on a 4:35pm flight.
Daryl Vaz, who has responsibility for information, told the Observer that after Fray was captured by Jamaica Defence Force soldiers he was found with Can$8,500 and US$500.
Canadian Prime Minister Stephen Harper also praised the CanJet crew as well as the Jamaican security forces for resolving the hostage drama without violence. Harper, who is in Jamaica on an official visit, offered his congratulations for the "safe relief of the passengers and crew" at a joint press conference with Golding at the VIP Lounge at the Sangster International Airport
Airports Authority of Jamaica’s responded: "We are not aware of anything yet," as per chairman of the Airports Authority of Jamaica (AAJ) Earl Richards adding that he was in a meeting with Transport Minister Mike Henry to discuss the incident.
In the wake of the incident, one CanJet official on CNN yesterday morning quickly distanced his company from any impropriety, suggesting that the hijack resulted from a failure of the airport and not of his airline.
Kent Woodside, vice president of the Halifax-based CanJet, lauded the airplane's crew, saying that staff was trained to deal with hijackings. He added that the fact that everyone got off the Boeing 737 unharmed showed that their training worked. "I'm just so proud how they dealt with it all," he told a news conference reported in his Halifax, Nova Scotia, hometown. According to the report, Woodside said that the airline would work with officials in Jamaica to determine how the man, described as having "mental issues," was able to storm the aircraft armed with a gun.
Sandals Resorts’ response on the following day was to offer a one-week all expense paid vacation to the 159 passengers and eight crew members of the CanJet airline that was hijacked at the Sangster International Airport Sunday night. The gesture was announced by Sandals CEO Adam Stewart during a visit to the Holiday Inn Sunspree Resort in this resort city where some of the passengers and crew were being housed, following the ordeal. Stewart, who said the package would cost the hotel chain US$600,000, noted that the offer can be taken up at any of its properties across the island. “We want to make this kind gesture on behalf of our team members and in fact, on behalf of all of Jamaicans," Stewart told the Jamaica Observer. Added Stewart: "What the passengers and crew have gone through is not easy and we want to show our appreciation." Canada, he noted, provides the Sandals chain with 23 per cent of its business.
Timing:
The entire ordeal in which the hijacker engaged in a standoff, lasted approximately eight hours. During this period and within less than two hours after the incident started, there were worldwide reports on CNN and BBC with responses from the airline, the Jamaican Government, the Jamaican Police and the Airport documented in the local and international media. Most of the documented responses in the media by institutions of individuals directly affected by the ordeal were identified on the day following the incident. Within one day, the CEO of a hotel chain communicated to the media and the passengers about an offer of a free vacation at any of the member hotels.
Technique:
Government officials had face to face dialogue with the passengers affected, apologizing for the incident and offering Jamaican Souvenirs. While the incident was ongoing, the Prime Minister of Jamaica Bruce Golding arrived by helicopter at the scene, to attempt negotiations with the hijacker and reassure the passengers who by that time were already released.
A Press Conference was held on the day following the incident in which Government officials, the airport, the police and representatives from the Tourism Industry spoke with the media.
Tone:
The tones identified were as follows:
Apologetic – acknowledging guilt, depicting apology, saying sorry
Explanatory – explaining what happened, how it happened, contextualizing the details
Defensive – deliberate effort to dissociate company or individual from any wrongdoing
Dismissive – trivializing event, or indicating that there is no crisis
New Media Technology. For the purpose of this case study, it is useful to highlight that this ordeal was first learnt of within an hour after the ordeal started by Blackberry Facebook status updates:
One status update by Latoya S. on April 21 at 12:36am stated “Jamaican hijacker take over plane in Montego Bay…Montego Bay under lockdown? Say it aint so!”
Her next update on April 21 at 12:50am stated: “Shots Fired on the Plane, white Jamaican male holding Montego Bay Airport hostage”
Another status update by Karen L on April 21 at 12:39am stated: “Hijack in Montego Bay to rass, what the hell is going on!”
As a commentary on the use of new media, when news of the crisis just unfolded, a cellular phone was used to call Superintendent of Police, Delroy Hewitt who was on duty in Kingston Jamaica and he confirmed that there was indeed a hijacking in Montego Bay however it was still going on and “details are sketchy” (personal communication, April 21, 2009). By that time, details were beginning to emerge via Facebook.
Throughout the rest of the day all updates on the incident for the purpose of this research were received via Facebook updates and via Blackberry internet whereby websites such as cnn.com, Radio Jamaica.com, Jamaica-Gleaner.com and msnbc.com were accessed.
Discussion:
The crisis was not handled well by the all responders as there seemed to have been no clear spokesperson for the Government. While Daryl Vaz gave an update it was still unclear that the statements were on behalf of all in the Government because while Vaz trivialized the event to the careless young ‘lad’, the prime minister was reported to have gone on site to negotiate with the hijacker, further spiraling national attention.
Canjet’s response was disappointing. Before distancing themselves from the incident and pointing fingers to an obvious breach in security, the airline should have first become human and express regret for the occurrence while expressing gratitude that lives were spared and there were no injuries. The airline could have also empathized with the passengers’ psychological trauma and like Stewart’s offer of accommodation, it would have been useful to use the opportunity for marketing and offer the return trip free of charge and discounts to future passengers to Jamaica.
With that said, Stewart’s offer of a free accommodation of one week vacation spoke volumes to the kind of crisis communication response that deflects negative attention from an otherwise traumatic experience. This is an example of crisis communication response at its best with his release to the media that “this kind gesture was on behalf of our team members and in fact, on behalf of all of Jamaicans.”
Canjet Attempted Hijacking
Date of Incident. April 20, 2009
Summary:
On Sunday, April 19, 2009, a Canjet plane scheduled to depart Montego Bay, Jamaica for Canada via Cuba, was held hostage by a man. The hijacker, later identified as 21-year-old Stephen Fray, eluded security measures Sunday night before brandishing a handgun and allegedly demanded money from the passengers while requesting that he be flown to Cuba. According to reports, all passengers were subsequently released by Fray after he received cash, but six crew were held hostage until the standoff ended early Monday morning.
News articles on incident and date within the first 10 articles under Google search.
1. en.wikipedia.org no date
2. www.flyertalk.com April 20, 2009
3. www.airliners.net April 20, 2009
4. www.facebook.com April 21, 2009
5. www.servinghistory.com May 13, 2009
6. www.alpha.org no date
7. www.network.nationalpost.com May 8, 2009
8. www.sandiegoaccountantguide.com May 16, 2009
9. www.trurodaily.com May 9, 2009
10. www.yardee.com no date
Summary of Crisis Communication Response:
The Jamaican Prime Minister Bruce Golding and other Government ministers, as well as officials from the tourism sector, visited and spoke with the passengers and crew apologized for the incident and presented them with souvenirs before their departure on a 4:35pm flight.
Daryl Vaz, who has responsibility for information, told the Observer that after Fray was captured by Jamaica Defence Force soldiers he was found with Can$8,500 and US$500.
Canadian Prime Minister Stephen Harper also praised the CanJet crew as well as the Jamaican security forces for resolving the hostage drama without violence. Harper, who is in Jamaica on an official visit, offered his congratulations for the "safe relief of the passengers and crew" at a joint press conference with Golding at the VIP Lounge at the Sangster International Airport
Airports Authority of Jamaica’s responded: "We are not aware of anything yet," as per chairman of the Airports Authority of Jamaica (AAJ) Earl Richards adding that he was in a meeting with Transport Minister Mike Henry to discuss the incident.
In the wake of the incident, one CanJet official on CNN yesterday morning quickly distanced his company from any impropriety, suggesting that the hijack resulted from a failure of the airport and not of his airline.
Kent Woodside, vice president of the Halifax-based CanJet, lauded the airplane's crew, saying that staff was trained to deal with hijackings. He added that the fact that everyone got off the Boeing 737 unharmed showed that their training worked. "I'm just so proud how they dealt with it all," he told a news conference reported in his Halifax, Nova Scotia, hometown. According to the report, Woodside said that the airline would work with officials in Jamaica to determine how the man, described as having "mental issues," was able to storm the aircraft armed with a gun.
Sandals Resorts’ response on the following day was to offer a one-week all expense paid vacation to the 159 passengers and eight crew members of the CanJet airline that was hijacked at the Sangster International Airport Sunday night. The gesture was announced by Sandals CEO Adam Stewart during a visit to the Holiday Inn Sunspree Resort in this resort city where some of the passengers and crew were being housed, following the ordeal. Stewart, who said the package would cost the hotel chain US$600,000, noted that the offer can be taken up at any of its properties across the island. “We want to make this kind gesture on behalf of our team members and in fact, on behalf of all of Jamaicans," Stewart told the Jamaica Observer. Added Stewart: "What the passengers and crew have gone through is not easy and we want to show our appreciation." Canada, he noted, provides the Sandals chain with 23 per cent of its business.
Timing:
The entire ordeal in which the hijacker engaged in a standoff, lasted approximately eight hours. During this period and within less than two hours after the incident started, there were worldwide reports on CNN and BBC with responses from the airline, the Jamaican Government, the Jamaican Police and the Airport documented in the local and international media. Most of the documented responses in the media by institutions of individuals directly affected by the ordeal were identified on the day following the incident. Within one day, the CEO of a hotel chain communicated to the media and the passengers about an offer of a free vacation at any of the member hotels.
Technique:
Government officials had face to face dialogue with the passengers affected, apologizing for the incident and offering Jamaican Souvenirs. While the incident was ongoing, the Prime Minister of Jamaica Bruce Golding arrived by helicopter at the scene, to attempt negotiations with the hijacker and reassure the passengers who by that time were already released.
A Press Conference was held on the day following the incident in which Government officials, the airport, the police and representatives from the Tourism Industry spoke with the media.
Tone:
The tones identified were as follows:
Apologetic – acknowledging guilt, depicting apology, saying sorry
Explanatory – explaining what happened, how it happened, contextualizing the details
Defensive – deliberate effort to dissociate company or individual from any wrongdoing
Dismissive – trivializing event, or indicating that there is no crisis
New Media Technology. For the purpose of this case study, it is useful to highlight that this ordeal was first learnt of within an hour after the ordeal started by Blackberry Facebook status updates:
One status update by Latoya S. on April 21 at 12:36am stated “Jamaican hijacker take over plane in Montego Bay…Montego Bay under lockdown? Say it aint so!”
Her next update on April 21 at 12:50am stated: “Shots Fired on the Plane, white Jamaican male holding Montego Bay Airport hostage”
Another status update by Karen L on April 21 at 12:39am stated: “Hijack in Montego Bay to rass, what the hell is going on!”
As a commentary on the use of new media, when news of the crisis just unfolded, a cellular phone was used to call Superintendent of Police, Delroy Hewitt who was on duty in Kingston Jamaica and he confirmed that there was indeed a hijacking in Montego Bay however it was still going on and “details are sketchy” (personal communication, April 21, 2009). By that time, details were beginning to emerge via Facebook.
Throughout the rest of the day all updates on the incident for the purpose of this research were received via Facebook updates and via Blackberry internet whereby websites such as cnn.com, Radio Jamaica.com, Jamaica-Gleaner.com and msnbc.com were accessed.
Discussion:
The crisis was not handled well by the all responders as there seemed to have been no clear spokesperson for the Government. While Daryl Vaz gave an update it was still unclear that the statements were on behalf of all in the Government because while Vaz trivialized the event to the careless young ‘lad’, the prime minister was reported to have gone on site to negotiate with the hijacker, further spiraling national attention.
Canjet’s response was disappointing. Before distancing themselves from the incident and pointing fingers to an obvious breach in security, the airline should have first become human and express regret for the occurrence while expressing gratitude that lives were spared and there were no injuries. The airline could have also empathized with the passengers’ psychological trauma and like Stewart’s offer of accommodation, it would have been useful to use the opportunity for marketing and offer the return trip free of charge and discounts to future passengers to Jamaica.
With that said, Stewart’s offer of a free accommodation of one week vacation spoke volumes to the kind of crisis communication response that deflects negative attention from an otherwise traumatic experience. This is an example of crisis communication response at its best with his release to the media that “this kind gesture was on behalf of our team members and in fact, on behalf of all of Jamaicans.”
Friday, September 4, 2009
Air Jamaica plane seized in Miami- JamaicaObserver.com
Air Jamaica plane seized in Miami - JamaicaObserver.com
Case 1
Air Jamaica Plane seized by Creditors
Date of Incident. November 9, 2006
Summary:
The Air Jamaica plane was seized in Miami, Florida at about 4:30 pm on November 9, 2006 by agents from the International Lease Financing Corporation, acting on behalf of creditors to whom the airline owes some US$7 million, leaving 96 passengers stranded at the Miami International Airport.
News articles on incident and date reported within the first 10 articles under Google search:
1. www.jamaicaobserver.com November 9, 2006
2. www.jamaicaobserver.com November 10, 2006
3. www.jamaica-gleaner.com January 21, 2007
4. www.caribbean360.com November 11, 2006
5. www.reggaeboyz.com November 9, 2006
6. www.facebook.com November 10, 2006
7. www.caribbeanaviation.com February 7, 2007
8. www.bonairereporter.com November 17, 2006
9. www.consul-at-arms.blogspot.com December 10, 2006
10. www.legacy.guardian.co.tt December 13, 2006
Summary of Crisis Communication Response:
On the day of the incident, Air Jamaica's Chief Executive Officer Mike Conway confirmed the seizure reported that "things are back to normal" at the airport. He said a "mutually acceptable agreement" was reached by both partners and "the aircraft was put back into service". He explained that the action was triggered by nervousness on the part of the lessor.
In a release issued to the media the following day, Air Jamaica assured passengers that the situation was a misunderstanding, and apologized to the individuals who were affected by the incident. They were also reassured of full compensation of lunch vouchers, telephone calls to relatives, hotel accommodation and shuttle service where applicable.
According to a Cayman news site, the Cay Compass, the Jamaican Government gave the commitment to keep the airline flying.
Timing:
Press Releases were issued to the media within hours on the same day of the incident. Another press release was issued on the following day by Air Jamaica’s Chief Executive Officer Mike Conway. Passengers who were stranded were communicated to immediately after the incident, all were offered lunch vouchers, telephone calls to relatives, hotel accommodation and shuttle service where applicable and on the following day, return tickets on another flight to their destination were offered. The media was immediately alerted of these new developments.
Technique:
There was face to face verbal communication between Air Jamaica’s supervisory personnel and passengers in an attempt to briefly explain the cause of the delay and apologize to the affected passengers. According to an employee of Air Jamaica who was present during the ordeal who has requested anonymity, full details were not disclosed to the 96 passengers however the incident was attributed to “a misunderstanding concerning the lease of the aircraft”.
In the formal press release issued to the media explaining the company assured the public that the situation was a misunderstanding, and apologized to the individuals who were affected by the incident.
Tone:
The tones identified were initially withholding then explanatory then apologetic. In the Jamaica Observer article, Dunkley (2006) reported:
He (Air Jamaica’s CEO) said a "mutually acceptable agreement" was reached by both partners and "the aircraft was put back into service". The carrier's CEO claimed the lessor's actions had been prompted by concerns stemming from media reports which carried statements about possible downsizing at the airline. Conway expressed regret for the inconvenience caused to passengers.
Discussion:
The crisis was handled well. The timing was on point as the response from the company was released on the same day of the incident. The technique was also useful because the victims of the crisis would have needed that personalized attention due to the nature of the crisis in which they were stranded and needed assistance right away. In this case a letter or an online response would not have been appropriate and so the supervisor who apologized to the passengers and arranged for them to be compensated was commendable.
Considering that the airline was already the subject of negative media attention, the offer for reimbursement was useful to deflect negative attention. It was helpful that the CEO was completely honest and did not try to cover up the details even though they may have been embarrassing.
Case 1
Air Jamaica Plane seized by Creditors
Date of Incident. November 9, 2006
Summary:
The Air Jamaica plane was seized in Miami, Florida at about 4:30 pm on November 9, 2006 by agents from the International Lease Financing Corporation, acting on behalf of creditors to whom the airline owes some US$7 million, leaving 96 passengers stranded at the Miami International Airport.
News articles on incident and date reported within the first 10 articles under Google search:
1. www.jamaicaobserver.com November 9, 2006
2. www.jamaicaobserver.com November 10, 2006
3. www.jamaica-gleaner.com January 21, 2007
4. www.caribbean360.com November 11, 2006
5. www.reggaeboyz.com November 9, 2006
6. www.facebook.com November 10, 2006
7. www.caribbeanaviation.com February 7, 2007
8. www.bonairereporter.com November 17, 2006
9. www.consul-at-arms.blogspot.com December 10, 2006
10. www.legacy.guardian.co.tt December 13, 2006
Summary of Crisis Communication Response:
On the day of the incident, Air Jamaica's Chief Executive Officer Mike Conway confirmed the seizure reported that "things are back to normal" at the airport. He said a "mutually acceptable agreement" was reached by both partners and "the aircraft was put back into service". He explained that the action was triggered by nervousness on the part of the lessor.
In a release issued to the media the following day, Air Jamaica assured passengers that the situation was a misunderstanding, and apologized to the individuals who were affected by the incident. They were also reassured of full compensation of lunch vouchers, telephone calls to relatives, hotel accommodation and shuttle service where applicable.
According to a Cayman news site, the Cay Compass, the Jamaican Government gave the commitment to keep the airline flying.
Timing:
Press Releases were issued to the media within hours on the same day of the incident. Another press release was issued on the following day by Air Jamaica’s Chief Executive Officer Mike Conway. Passengers who were stranded were communicated to immediately after the incident, all were offered lunch vouchers, telephone calls to relatives, hotel accommodation and shuttle service where applicable and on the following day, return tickets on another flight to their destination were offered. The media was immediately alerted of these new developments.
Technique:
There was face to face verbal communication between Air Jamaica’s supervisory personnel and passengers in an attempt to briefly explain the cause of the delay and apologize to the affected passengers. According to an employee of Air Jamaica who was present during the ordeal who has requested anonymity, full details were not disclosed to the 96 passengers however the incident was attributed to “a misunderstanding concerning the lease of the aircraft”.
In the formal press release issued to the media explaining the company assured the public that the situation was a misunderstanding, and apologized to the individuals who were affected by the incident.
Tone:
The tones identified were initially withholding then explanatory then apologetic. In the Jamaica Observer article, Dunkley (2006) reported:
He (Air Jamaica’s CEO) said a "mutually acceptable agreement" was reached by both partners and "the aircraft was put back into service". The carrier's CEO claimed the lessor's actions had been prompted by concerns stemming from media reports which carried statements about possible downsizing at the airline. Conway expressed regret for the inconvenience caused to passengers.
Discussion:
The crisis was handled well. The timing was on point as the response from the company was released on the same day of the incident. The technique was also useful because the victims of the crisis would have needed that personalized attention due to the nature of the crisis in which they were stranded and needed assistance right away. In this case a letter or an online response would not have been appropriate and so the supervisor who apologized to the passengers and arranged for them to be compensated was commendable.
Considering that the airline was already the subject of negative media attention, the offer for reimbursement was useful to deflect negative attention. It was helpful that the CEO was completely honest and did not try to cover up the details even though they may have been embarrassing.
Friday, August 14, 2009
Timing, Technique & Tone - The 3 keys of Crisis Communication
Timing
This examines the sequence of events documented in the local and print media that illustrates the period of time taken after the incident occurred before a response whether formal or informal was documented in the Jamaican or Caribbean media.
Technique
This refers to how the documented response to the public was given by the individuals or companies involved, whether by face to face, formal press release, via internet, televised or radio broadcast.
Tone
This refers to the emotive style utilized in the response messages. The tones coded were as follows:
Apologetic – acknowledging guilt, depicting apology, saying sorry
Explanatory – explaining what happened, how it happened, contextualizing the details
Defensive – deliberate effort to dissociate company or individual from any wrongdoing
Neutral – facts only depicting date, time, place, outcome without explaining how it happened or depicting any emotions
Persuasive – deliberate effort to convince public to agree with the company’s or individual’s stance taken
Compassionate – use of reassuring, comforting words
Authoritative – using authoritative jargon like statistics, expert advice, referring to authoritative data
Dismissive – trivializing event, or indicating that there is no crisis
No Comment - Either by actual silence or indicating “no comment”
Withholding – deliberately avoiding vital information
This examines the sequence of events documented in the local and print media that illustrates the period of time taken after the incident occurred before a response whether formal or informal was documented in the Jamaican or Caribbean media.
Technique
This refers to how the documented response to the public was given by the individuals or companies involved, whether by face to face, formal press release, via internet, televised or radio broadcast.
Tone
This refers to the emotive style utilized in the response messages. The tones coded were as follows:
Apologetic – acknowledging guilt, depicting apology, saying sorry
Explanatory – explaining what happened, how it happened, contextualizing the details
Defensive – deliberate effort to dissociate company or individual from any wrongdoing
Neutral – facts only depicting date, time, place, outcome without explaining how it happened or depicting any emotions
Persuasive – deliberate effort to convince public to agree with the company’s or individual’s stance taken
Compassionate – use of reassuring, comforting words
Authoritative – using authoritative jargon like statistics, expert advice, referring to authoritative data
Dismissive – trivializing event, or indicating that there is no crisis
No Comment - Either by actual silence or indicating “no comment”
Withholding – deliberately avoiding vital information
Monday, August 10, 2009
Definition of Terms
Crisis
Any situation that creates a threatening situation to the integrity or reputation of a company or organization, usually accompanied by undesirable negative media attention.
Caribbean Region
CARICOM (Caribbean Community) Member States includes Jamaica, The Bahamas, Barbados, Belize, Dominica, Grenada, Guyana, Haiti, Monsterrat, St. Kitts and Nevis, St. Lucia, St. Vincent and the Grenadines, Suriname, Trinidad and Tobago
Crisis Communication. A set of concepts, principles, analysis and working methods that apply specifically to how an organization or individual responds to a crisis via written verbal discourse
Shipping Industries
Companies that are involved in all elements of ocean transportation including transportation of cargo and/or individuals
Airline Industries
Companies that are involved in all elements of air transportation including transportation of cargo and/or individuals
Communication Guidelines
A hypothetic plan of action suggesting techniques and procedures which organizations and individuals may potentially use in the event that they are faced with a crisis that requires a response via media whether written or verbal.
Any situation that creates a threatening situation to the integrity or reputation of a company or organization, usually accompanied by undesirable negative media attention.
Caribbean Region
CARICOM (Caribbean Community) Member States includes Jamaica, The Bahamas, Barbados, Belize, Dominica, Grenada, Guyana, Haiti, Monsterrat, St. Kitts and Nevis, St. Lucia, St. Vincent and the Grenadines, Suriname, Trinidad and Tobago
Crisis Communication. A set of concepts, principles, analysis and working methods that apply specifically to how an organization or individual responds to a crisis via written verbal discourse
Shipping Industries
Companies that are involved in all elements of ocean transportation including transportation of cargo and/or individuals
Airline Industries
Companies that are involved in all elements of air transportation including transportation of cargo and/or individuals
Communication Guidelines
A hypothetic plan of action suggesting techniques and procedures which organizations and individuals may potentially use in the event that they are faced with a crisis that requires a response via media whether written or verbal.
Saturday, August 8, 2009
Why is Crisis Communication important?
Tourism and trade are the two top money earners for the Caribbean and supporting and facilitating tourism and trade are the industries categorized under Air transportation (airline industries) and Ocean transportation (shipping industries). While it is evident that the Caribbean must be protected at all cost from avoidable incidents of crises in these industries, in the unfortunate event that any type of crises occurs, there has been little or no documented study to guide how the response to crisis, i.e., crisis communication specifically for the region.
Sunday, January 18, 2009
What is 'Crisis'?
Ogrizek M., Gullery J. M., Brooke H. K. & Brooke R. (1999) in their book cited Morin’s subtle statement that “Crisis means indecision. It is the moment when uncertainty looms at the same time as disruption” (p.4).
Ogrizek M., Gullery J. M., Brooke H. K. & Brooke R. (1999) further cited Lagadec’s working definition of crisis:
Crisis is a situation in which organizations are faced with critical problems, experience both sharp external pressure and bitter internal tensions and are then brutally and for an extended period thrust to centre stage and hurled one against the other…all in a society of mass communication, in other words, in direct contact with the certainty of being at the top of the news on radio and television and the press for a long time. (p. 14)
For the purpose of this study the most articulate definition of crisis was postulated by Coombs (1999) who summarized that crisis is an event that is an unpredictable, major threat that can have a negative effect on the organization, industry or stakeholders if handled improperly. Coombs (1999) further states that a crisis will create actual and potential negative outcomes to organizations, their stakeholders and the industries.
Ogrizek M., Gullery J. M., Brooke H. K. & Brooke R. (1999) further cited Lagadec’s working definition of crisis:
Crisis is a situation in which organizations are faced with critical problems, experience both sharp external pressure and bitter internal tensions and are then brutally and for an extended period thrust to centre stage and hurled one against the other…all in a society of mass communication, in other words, in direct contact with the certainty of being at the top of the news on radio and television and the press for a long time. (p. 14)
For the purpose of this study the most articulate definition of crisis was postulated by Coombs (1999) who summarized that crisis is an event that is an unpredictable, major threat that can have a negative effect on the organization, industry or stakeholders if handled improperly. Coombs (1999) further states that a crisis will create actual and potential negative outcomes to organizations, their stakeholders and the industries.
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