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CRISIS COMMUNICATION PLANNING STRATEGIES:
A CRISIS COMMUNICATION MANAGEMENT WORKBOOK
(Volume II)
By James E. Lukaszewski, APR, Fellow PRSA

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Mr. Lukaszewski takes you step-by-step through the crucial process of data collection,
analysis, and plan development using specially designed forms and worksheets. Follow plan
development steps using the invaluable model forms, scenarios, and flowcharts to create
your own corporate or division crisis communication response plan.

Chapter topics include: realities of crisis communications planning; communication plan
development and budgeting; plan development process; model communication
management policy; threat identification; scenario development; message development;
model plan outlines; crucial contact lists; response procedure reminders; and lessons
learned/incident recap analyses.

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FROM THE PREFACE TO
CRISIS COMMUNICATION PLANNING STRATEGIES: A CRISIS
COMMUNICATION
MANAGEMENT WORKBOOK

“If I Were to Speak to Your Boss”

“If I could speak to the chief executive of your company or organization about crisis and
emergency preparation, there are only five subjects we would discuss, and the discussion
would take just a few minutes. They are:

1. How surviving the first two hours of an emergency or disaster can save assets,
markets,
and reputations.
2. How poorly handled crises can end careers. The 1999 contamination of
Coca-Cola in
Europe, which ended the career of the company's chairman, is one excellent high-profile
example.
3. Why the expectations of outsiders will control the perception of how an emergency
is
managed.
4. How handling victims insensitively, or not at all, can escalate visibility, cost, and
reputational damage.
5. Why what the boss says and does and when it is said and done will profoundly
affect the
organization's reputation for some period of time after the crisis subsides. According to
many studies, the CEO's reputation represents as much as half of the organization's overall
reputation.

“The single purpose for preparing to manage the unplanned visibility caused by emergencies
is to survive the first few minutes, hours, and perhaps day or two of the problem - if indeed it
lasts that long. The greatest inaccuracy, misinformation, and error occur during this very early
timeframe. In fact, most communications energy following this early phase will focus on the
correcting errors, mistakes, and misperceptions created at the beginning of the problem.
Fortunately, with a modest amount of preparation, practice, and assignment of roles and
tasks, early miscues can be minimized and corrected. That means less damage to
reputation, credibility, and employee morale.

“If your organization is worthy of its reputation and is interested in maintaining its
credibility, then emergency preparations are an absolute necessity. When bad news occurs,
there are critical audiences, including your own employees, who have expectations of your
behavior and ability to manage problems.

“The community expects you to know in advance what your vulnerabilities are and to have
some semblance of preparation for them. The community also expects that you will warn
them of danger, if at all possible, to minimize damage and pain, and to handle the problem in
a competent manner.

“Employees may have the greatest expectations in emergencies. They expect you to be
caring, concerned, sensitive, understanding, and, most of all, communicative about what is
happening and when it will end. If management isn't communicating, employees will, and they
may be wrong.

“Government agencies expect good companies and organizations to have the ability to
respond and manage emergencies in a credible fashion. If you can't, don't, or won't,
government may step in and do it for you.

“The victims of your mistakes also expect that you are able to manage and resolve
emergency situations with the appearance of, if not the actual application of skill, ability,
caring, and sensitivity.”

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HOW TO USE THIS CRISIS COMMUNICATION WORKBOOK

“This Executive Action(r) Crisis Communication Management Workbook is designed to
guide you in developing a crisis plan for your organization.

“If you're new to public relations or to the practice of crisis communications management and
planning, it's easy to be overwhelmed by the complexity of the process. It will be extremely
helpful to first read Vol. I in the Executive Action(r) Crisis Communication Management
System, War Stories and Crisis Communication Strategies: A Crisis Communication
Management Anthology. The Anthology provides a theoretical and practical knowledge
base for the process of creating and analyzing crisis plans.

“Then, skim this volume to get a sense of the planning process. Use the Index at the end to
pinpoint information about the specific task at hand. Information may be discussed in more
than one chapter or from various perspectives. For example, you'll find references to the Call
Corporate If concept in chapters 1, 2, 4, 7, and 11.

“To gain the most from the workbook:
- Adapt the sample language to fit your needs.
- Learn the sample approaches. They will work.
- Adapt and add to the key lists it contains.
- Customize the information to your specific circumstances by developing
appropriate
checklists based on the models provided.

“As you compile the material suggested, developing scenarios allows you to easily organize
the information into simple, readily usable crisis plans for your organization.

“You may find the other books and monographs in the Executive Action(r) Crisis
Communication Management System (see pages i-iii) [available from The Rothstein Catalog
On Disaster Recovery, www.rothstein.com] very helpful as you initiate the planning process,
begin developing a crisis communications plan document, and install it within your
organization.

“Annual simulations plus biennial table-topping exercises on all or parts of the crisis plan for
operating staff, supervisors, and other key managers who may be called upon as
spokespersons or subject matter experts during emergencies will keep procedures and
processes up-to-date. Rehearsal and simulation are key elements of successful crisis
communications preparation.”

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CONTENTS

EXECUTIVE ACTION CRISIS MANAGEMENT SYSTEM

CONTENTS

PREFACE

HOW TO USE THIS CRISIS COMMUNICATION WORKBOOK

INTRODUCTION: YOUR QUICK GUIDE TO CRISIS COMMUNICATION MANAGEMENT
PLANNING

ACKNOWLEDGEMENTS

CHAPTER 1 SIXTEEN CRITICAL REALITIES OF CRISIS COMMUNICATION
PLANNING
A. The Critical Realities of Crisis Communication Planning

CHAPTER 2 MODEL CORPORATE/DIVISION CRISIS COMMUNICATION PLAN
DEVELOPMENT OUTLINE AND BUDGET
A. Preparing a Budget and Making Time Allocations
B. Model Plan Development Outline and Budget Estimate

CHAPTER 3 CRISIS COMMUNICATION PLAN DEVELOPMENT PROCESS
A. Crisis Plan Development: Steps in the Process
- VISIBILITY ANALYSIS
- KEY ISSUE IDENTIFICATION
- SCENARIO DEVELOPMENT
- MESSAGE DEVELOPMENT
- CRUCIAL CONTACT LISTS
- EMERGENCY MEDIA RELATIONS TIPS

CHAPTER 4 MODEL CRISIS COMMUNICATION MANAGEMENT POLICY
A. Operate Through Policy and Procedure
B. Select the Most Appropriate Activation Process
C. Model Corporate Crisis Communication Management Policy

CHAPTER 5 THREAT IDENTIFICATION: STEP 1 VISIBILITY ANALYSIS
A. How Am I Vulnerable?
B. Lukaszewski's 11 Axioms of Crisis Survival
C. Five Classes of Problems Requiring Substantial Corporate Response
D. Visibility and Victims Make Us Vulnerable
- PLANNED VISIBILITY
- UNPLANNED VISIBILITY
E. Developing a List of Vulnerabilities
F. The Visibility Analysis Process
- STEP 1: COMMUNITY INVOLVEMENT AUDIT
- THE COMMUNITY INVOLVEMENT AUDIT (Samples)
- THE COMMUNITY INVOLVEMENT AUDIT (Blank)
- STEP 2: VULNERABILITY ANALYSIS
- THE VULNERABILITY ANALYSIS WORKSHEET (Samples)
- THE VULNERABILITY ANALYSIS WORKSHEET (Blank)
- STEP 3: SITE INTERVIEWS
- SITE INTERVIEW WORKSHEET (Samples)
- SITE INTERVIEW WORKSHEET (Blank)
- STEP 4: SENIOR EXECUTIVE REFLECTION STUDIES
- SENIOR EXECUTIVE REFLECTION STUDY (Sample)
- SENIOR EXECUTIVE REFLECTION STUDY (Blank)
- STEP 5: ORGANIZING THE VISIBILITY INFORMATION

CHAPTER 6 THREAT IDENTIFICATION: STEP 2 KEY ISSUE IDENTIFICATION
A. What Is a Key Issue?
B. Core Community Values
C. Community Audience Analysis
D. The Community Environment Chart
E. Key Issue Identification Process
- KEY ISSUES WORKSHEET (Sample)
- KEY ISSUES WORKSHEET (Blank)

CHAPTER 7 CRISIS COMMUNICATION MANAGEMENT: STEP 1 SCENARIO
DEVELOPMENT
A. Scenarios Are Crucial Tools in Crisis Management and Strategy
B. A Conclusive First Response Is the Place to Begin
C. Developing Narrative Scenarios
- THE SCENARIO DEVELOPMENT WORKSHEET
D. A Model Approach to Scenario Development
- PUBLIC AND INTERNAL CRISIS COMMUNICATION PLANNING
GUIDE
- SCENARIO DEVELOPMENT WORKSHEET (Sample)
- SCENARIO DEVELOPMENT WORKSHEET (Blank)
E. Incident-Specific Scenarios
- ACTIVISTS DEMONSTRATE
- EXECUTIVES KILLED, INJURED
- EXPLOSION
- LEAKING FUEL TANK
- PLANE CRASH
- PRODUCT PROBLEM
- SCANDAL
- WAREHOUSE FIRE
- SAMPLE FORMAT FOR REVERSE SIDE OF SINGLE-SHEET
SCENARIOS
F. Developing Flowcharts
- THE VALUE OF FLOWCHARTS
- THE ART OF DESIGNING A FLOWCHART
- FLOWCHART #1: TYPICAL RESPONSE FLOW FOR LOCAL
EMERGENCIES
- FLOWCHART #2: CORPORATE EMERGENCY COMMUNICATION
TEAM
APPROACH
- FLOWCHART #3: COMMAND AND CONTROL COMMUNICATION
RESPONSE
G. The Value of Timelines
- TIMELINE SAMPLE: LEAKING FUEL TANK
- MODEL EVENT FLOWCHART
- PROJECT TIMELINES /DEADLINES WORKSHEET
H. Developing Checklists

CHAPTER 8 CRISIS COMMUNICATION MANAGEMENT:
STEP 2 MESSAGE DEVELOPMENT

A. Messages Can Be Developed in Advance
B. How to Decide What to Say
- USING THE RIGHT LANGUAGE
- WHEN YOU NEED TO OBTAIN PUBLIC FORGIVENESS
- WHEN IT'S TIME TO TALK
C. Message Development
- SCENARIO QUESTION DEVELOPMENT WORKSHEET (Samples)
- SCENARIO QUESTION DEVELOPMENT WORKSHEET (Blank)
- COMMUNICATIONS OBJECTIVE/MESSAGE DEVELOPMENT
WORKSHEET
(Samples)
- COMMUNICATIONS OBJECTIVE/MESSAGE DEVELOPMENT
WORKSHEET
(Instructions)
- COMMUNICATIONS OBJECTIVE/MESSAGE DEVELOPMENT
WORKSHEET
(Blank)

CHAPTER 9 CRISIS COMMUNICATION MANAGEMENT: MODEL PLAN OUTLINE

A. Using Model Tables of Contents to Get Started
- XYZ COMPANY CORPORATE CRISIS COMMUNICATION
MANAGEMENT
GUIDE
- XYZ COMPANY BRANCH/PLANT CRISIS COMMUNICATION
MANAGEMENT
PLAN OUTLINE
- ABC COMPANY CORPORATE CRISIS COMMUNICATION
MANAGEMENT GUIDE
- LOCAL PUBLIC AFFAIRS/ISSUES MANAGEMENT HANDBOOK
- GLOBAL INDUSTRIES LABOR RELATIONS COMMUNICATION
PLAN

CHAPTER 10 CORPORATE CRISIS COMMUNICATION MANAGEMENT: STEP 3
CREATING CRUCIAL CONTACT LISTS
A. Identifying Key Contacts
- TABLE-TOPPING EXERCISES HELP DETERMINE WHO WILL BE
INVOLVED IN
CRISIS RESPONSE
B. Tips for Keeping Contact Lists Up-to-Date
C. Methods for Organizing and Maintaining Contact Lists
D. Sample Contact List Formats

CHAPTER 11 EMERGENCY MEDIA RELATIONS: RESPONSE PROCEDURE
AND
REMINDERS
A. Emergency Media Relations Response Procedure
B. Organizational Policy
- CRISIS RESPONSE PRINCIPLES
- COMMUNITY EXPECTATIONS
C. Reminders About What to Do and What to Say
- FIRST RESPONSE
- WHEN TO CALL CORPORATE
- WHAT TO DO WHEN REPORTERS CALL
- TIPS FOR DEALING WITH REPORTERS

CHAPTER 12 INCIDENT RECAP ANALYSIS/LESSONS LEARNED
A. Understanding the Perception of Crisis Response
B. Model Case Study Outline
C. Analyzing Crisis Management: Learning From Past Problems
D. How to Use the Incident Recap/Tracking Worksheet
- INCIDENT RECAP/TRACKING WORKSHEET (Sample)
- INCIDENT RECAP/TRACKING WORKSHEET (Blank)

INDEX

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ABOUT THE AUTHOR

JAMES E. LUKASZEWSKI, APR, FELLOW PRSA

“James E. Lukaszewski (loo-ka-SHEV-skee) advises, coaches, and counsels the men and
women who run very large corporations and organizations. The bulk of his practice is in the
Western Hemisphere, although he has clients from most parts of the world. He believes that
the communications problems they face can be solved through superior personal leadership
skills combined with positive, strategic communication.

“He is a specialist in trouble-shooting tough, touchy, sensitive corporate communications
issues. He provides counsel to companies facing serious internal and external problems
involving: activist counteraction; community relations and grassroots campaigns; corporate
relations failures; reputational threats; crisis communication management; employee
relationship building; ethics/integrity/compliance; litigation visibility management;
management communication strategies; media relations strategy and analysis; public
affairs/exposure management; strategic Web site construction; Web-based attacks; and
strategy. His broad-based experience ranges from media-initiated investigations to product
recalls and plant closings, from criminal litigation to takeovers. He is frequently retained by
senior management to directly intervene and manage the resolution of corporate problems
and bad news. The situations he helps resolve often involve conflict, controversy, community
action or activist opposition. The fastest growing portion of his practice involves civil and
criminal litigation.

“He helps prepare spokespersons for crucial public appearances, local and network news
interviews including 20-20, 60 Minutes, Dateline NBC, and Nightline, financial analyst
meetings, legislative and congressional testimony; and personal coaching for executives in
trouble or facing career-defining problems.

“He is a prolific author (several books, more than 130 articles), lecturer (corporate, college
and university), trainer, counselor, and public speaker. He is quoted in publications such as
The New York Times, The Wall Street Journal, The Miami Herald, the Harvard Business
Review, and industry trade journals. He authors the quarterly column strategy for pr reporter,
is a member of the editorial board for Ragan's Public Relations Journal, a contributing editor
to Public Relations Quarterly, a contributing columnist to PR News, and was the first crisis
columnist for the PRSA's member publication, PR Tactics. His book Influencing Public
Attitudes: Strategies that Reduce the Media's Power was published in December 1992 by
the Issue Action Press. The Public Relations Society of America released fully revised
editions his Executive Action(r) Crisis Communication Management System in September
2000: War Stories and Crisis Communication Strategies, An Anthology; Crisis
Communication Planning Strategies, A Workbook; and Media Relations During
Emergencies, A Guide. He published 19 unabridged monographs on critical communication
subjects since 1994, three based on chapters he authored in books published by Gale
Research, Exxon Valdez: The Great Crisis Management Paradox; McGraw-Hill, Building
Quality Community Relationships: A Planning Model to Gain and Maintain Public Consent;
and the Public Relations Society of America, The Newest Discipline: Managing Legally
Driven Issues.

“His clients will tell you that he is a pragmatist and straight shooter. He has won a reputation
for doing as well as thinking. He is a teacher, thinker, coach, and friend with the unique ability
to help executives look at problems from a variety of principled perspectives, to think through
and strategize in new ways and to take appropriate, highly focused, ethically appropriate
action. He has personally counseled, coached, and guided thousands of executives in
organizations large and small across the U.S. and from many cultures representing
government; the military and defense industry; the agriculture, banking, computer, financial,
food processing, health care, insurance, paper, real estate development and
telecommunications industries; cooperatives; trade and professional associations; and
non-profit agencies. He is one of the few who can and truly does coach CEOs.

“An accredited member (APR) of the Public Relations Society of America (PRSA) and a
member of its College of Fellows (Fellow PRSA), Mr. Lukaszewski is a member of the
PRSA's Board of Ethics & Professional Standards and is active in the Counselors
Academy, the Corporate, Employee Relations, and Public Affairs/Government Sections and
the New York City Chapter. He is also a member of the Center for the Study of the
Presidency, the International Churchill Society, and The Issue Management Council. He is an
Adjunct Associate Professor of Communications at New York University's School of
Continuing and Professional Studies and has served as a civilian advisor to the United
States Marine Corps and several federal agencies. He lectures annually at the U.S. Marine
Corp's East Coast Commander's Media Training Symposium and is an internationally
recognized speaker on crisis management, ethics, media relations, public affairs, and
reputation preservation and restoration.

“Lukaszewski received his B.A. degree in 1974 from Metropolitan State University in
Minnesota. He is a former deputy commissioner of the Minnesota Department of Economic
Development and assistant press secretary to former Minnesota Governor Wendell
Anderson. He founded Minnesota-based Media Information Systems Corporation in 1978.
Prior to founding The Lukaszewski Group Inc. in 1989 he was senior vice president and
director of Executive Communication Programs for Georgeson & Company and a partner
with Chester Burger Company, both in New York City.”

- - - - - - -
SPECIAL OFFER!
See Order #DR753 for a special price on the complete, 4-volume set.
- - - - - - -
See DR501 for Volume I, DR752 for Volume III, and DR504 for Volume IV.
- - - - - - -

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2000, 156 pages. Order #DR502.
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Crisis Management, Crisis Communication

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