Crisis and Risk Approaches to Emergency Management Planning and Communication: The Role of Similarity and Sensitivity

Heath, Robert L.; Lee, Jaesub; Ni, Lan

doi:10.1080/10627260802557415

Cited by 86 publications

(53 citation statements)

References 23 publications

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“…Vigilance is preferable to complacency in a crisis and proper crisis communication during preparation can set the foundation for a more effective crisis response. Heath, Lee, and Ni (2009) extend this finding by demonstrating the value of pre-crisis communication and perceptions of efficacy. When pre-crisis messages are from people similar to the audience in race/ethnicity, gender, and age, or are sensitive to their concerns, the people are more likely to comply with the message.…”

Section: Pre-crisis Phasementioning

confidence: 90%

Parameters for Crisis Communication

Coombs

2010

The Handbook of Crisis Communication

338

312

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Organizations frequently find themselves in situations we would define as a crisis. Consider but a few examples: Union Carbide's devastating chemical release in Bhopal; Carrefour suffering from protests at its stores in China because of French attacks on the Olympic torch relay; customers experiencing E. coli at Taco Bell; rumors about designer Tommy Hilfiger's racist comments; Tyco executives stealing millions from the company; and Oxfam claiming Starbucks did not support coffee growers by opposing the branding of certain African coffees. We must accept that no organization is immune from a crisis anywhere in the world even if that organization is vigilant and actively seeks to prevent crises.The reality of crises leads to the need for preparation and readiness to respond -crisis management. The critical component in crisis management is communication. Over the past decade, there has been a massive increase in crisis communication research. As the field of crisis communication develops, it is important to develop parameters for that growth. This chapter and the Handbook of Crisis Communication are steps towards articulating the parameters and utility of crisis communication. The focus in this book is the research used to advance our understanding of communication's role in the crisis management process. To properly set the stage for this collection, it is important to define key terms in crisis management and overview key research on the central theme of crisis communication. By examining these fundamental elements, the parameters of crisis communication begin to emerge. Key Definitions for CrisisBecause of the diversity of crisis research, it is important to present definitions of key crisis terms early to help set boundaries. The key terms for the Handbook include crisis, crisis management, and crisis communication. The three are inextricably interconnected and must be considered in a progression from crisis to

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Section: Pre-crisis Phasementioning

confidence: 90%

Parameters for Crisis Communication

Coombs

2010

The Handbook of Crisis Communication

338

312

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“…Ideally, for an effective response to an event, all responding individuals and organizations should have a shared mental model about response and communication [69,5,37], and a mutual understanding of the needs, responsibilities, demands and roles of each party and their capacity to anticipate other parties' demands and decision needs [92,58,79,19]. The quality of these shared mental models can be improved through both training and effective team-based simulations [15,10,81,85,4], as well as from the analysis of past responses.…”

Section: Career Sector Decision Reasoning Uncertainty and Trustmentioning

confidence: 99%

Uncertainty and decision making: Volcanic crisis scenarios

Doyle

McClure

Paton

et al. 2014

International Journal of Disaster Risk Reduction

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a b s t r a c tThe impact of uncertainty on Disaster Risk Reduction decision-making has become a pressing issue for debate over recent years. How do key officials interpret and accommodate uncertainty in science advice, forecasts and warnings into their decision making? Volcanic eruptions present a particularly uncertain hazard environment, and to accommodate this scientists utilize probabilistic techniques to inform decision-making. However, the interpretation of probabilities is influenced by their framing. We investigate how verbal or numerical probabilities affect decisions to evacuate a hypothetical town, and reasons given for that decision, based upon a volcanic eruption forecast. We find fewer evacuations for verbal terms than for equivalent numerical terms, and that the former is viewed as more ambiguous. This difference is greater for scientists, which we suggest is due to their greater familiarity with numerical probabilities and a belief that they are more certain. We also find that many participants have a poor understanding of the relationship between probability and time window stated, resulting in an incorrect assessment of overall likelihood and more evacuations for the lower likelihood version of two scenarios. Further, we find that career sector (scientist or non-scientist) influences evacuation decisions, with scientists tending to reduce the uncertainty by focusing on the quality and volume of information provided, while non-scientists tended to either acknowledge or suppress the uncertainty, focusing on actions to take. These findings demonstrate the importance of identifying communication strategies that mitigate different perceptions of forecasts, to both enhance end-user decision making and to prevent premature, delayed, or unnecessary actions.

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“…As joint-stock companies and disclosure are a product of democracy in modern capitalism, high quality transparency (intelligible and concrete explanations) and accountability (responsibility for quantitative and qualitative substantiation) of the risk management process can not only accelerate "better communication with management" (Gates, Nicolas, & Walker, 2012), but also become part of the general corporate culture, even to the extent that all listed and "large" companies can keep step with society towards the goal of sustainable growth through "participatory democracy" (Drori, 2006, p. 110), social commitment (see Power, 2007), and criticism. If society becomes sensitive to enterprise risk and these listed companies communicate their corporate and risk management strategies, the conversion of enterprise risk into social risk (or uncertainty) can be moderated (see Heath, Lee, & Ni, 2009). Business risks may also be reduced or mitigated, as companies can absorb effective ideas from society and improve their management.…”

Section: Risk Management Report and Corporate Accountabilitymentioning

confidence: 99%

Comprehensive Opportunity and Lost Opportunity Control Model and Enterprise Risk Management

Nishimura¹

2015

IJBM

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The purpose of this paper is to build a comprehensive opportunity and lost opportunity control model through which contemporary management accounting can act in alignment with enterprise risk management, as well as to examine its managerial and socio-economic functions in relation to risk management in the context of uncertainty in a global finance-oriented society. For this purpose, the paper demonstrates the structure and characteristics of this model specifically in contrast with traditional and other control models that have been previously addressed for controlling the changes and diversity of business environments. We can recognize from this demonstration that the accounting control system based on opportunity and lost opportunity control model has shifted its fundamental focus from feedback systems, profitability, and managerial control to feed-forward, value creation, and enterprise governance. The paper also refers to the socio-economic function that the model fulfills in the disclosure and transparency of the risk management process. These results lead to the conclusion that contemporary management accounting expands its short-term efficiency and company-centered effectiveness into long-term efficiency and social effectiveness.

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Crisis and Risk Approaches to Emergency Management Planning and Communication: The Role of Similarity and Sensitivity

Cited by 86 publications

References 23 publications

Parameters for Crisis Communication

Parameters for Crisis Communication

Uncertainty and decision making: Volcanic crisis scenarios

Comprehensive Opportunity and Lost Opportunity Control Model and Enterprise Risk Management

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