{"id":2175,"date":"2021-05-02T17:26:22","date_gmt":"2021-05-02T17:26:22","guid":{"rendered":"https:\/\/na-ramenima-divova.com\/?p=2175"},"modified":"2021-05-31T10:54:19","modified_gmt":"2021-05-31T10:54:19","slug":"provjera-spremnosti-za-krizu","status":"publish","type":"post","link":"https:\/\/equestris.hr\/eng\/prevencija-i-upravljanje-krizama\/provjera-spremnosti-za-krizu\/","title":{"rendered":"The Preparation Checklist"},"content":{"rendered":"
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The Preparation Checklist<\/p>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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HOW PREPARED ARE YOU FOR A CRISIS?<\/strong><\/p>

Checking how well prepared you are for a crisis situation is one of the most important, valuable steps you can take when assembling protocols for crisis prevention.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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The preparation checklist that you should go through consists of three key phases:<\/p>

  1. Initial Response to Incident<\/strong><\/li>
  2. Assessment and Strategy<\/strong><\/li>
  3. Implementation<\/strong><\/li><\/ol>

    Phase 1: Initial Response to Incident<\/strong><\/p>

    During this phase, you need to identify the source and cause of the incident. Notify key managers and actors for the incident, i.e. key employees. When the key actors are briefed on the situation, preform an initial assessment or status report and prepare an initial response to the incident. Potential outcomes and ramifications are then estimated to define key problems.<\/p>

    Phase 2: Assessment and Strategy<\/strong><\/p>

    This is the longest phase of preparation. It requires crucial action for crisis prevention. An incident management team is formed whose task is to assess key problems\u00a0<\/a><\/strong>, risks and priorities. However, for the team to succeed, each member must be assigned a very specific role and responsibilities. Additional information is subsequently collected, and necessary action is performed. If needed, contact additional consultants and advisors<\/a><\/strong>.<\/p>

    After these initial steps, involving technical details, are completed, you need to assess the potential health and safety risks to all your stakeholders.<\/p>

    Additionally, incident analysis is required. In analyzing the incident, identify the central stakeholders who will be most affected, as well as their possible concerns and expectations. You need to analyze ongoing market issues that may escalate and affect your organization.<\/p>

    One aspect that cannot be overlooked, under any circumstance, is media coverage<\/strong><\/a> and social media \u2013 the level of public exposure determines how the crisis situation will be presented. False information or bad communication can harm your company\u2019s standing and reputation <\/strong><\/a>in a heartbeat.<\/p>

    CRISIS COMMUNICATION \u2013 WHAT TO DO<\/strong><\/p>

    In short, during crisis communication with the media, it is important to look at the incident\/crisis through the \u201couter lens\u201d (media report the event through the eyes of their audience), establish the facts of the event and provide journalists with information about 5W (Who, what, where, when, why and how?), then determine the sequence of events and facts that are not yet known and identify the stakeholders (who is affected and how?).<\/p>

    Extremely important for external communication is to communicate quickly, but accurately \u2013 speed must never go to the detriment of accuracy; appoint a spokesperson (if possible) for external communications, make a statement of status to confirm known facts, keep records of all media inquiries, and be available. In internal communication, it is important to provide advice to employees and explain what happened.<\/p>

    CRISIS COMMUNICATION \u2013 WHAT NOT TO DO<\/strong><\/p>

    There are also practices that do not belong in the realm of good communication at all: cessation of communication \u2013 tell the media what you are doing and when you expect more information, indulging in speculation or presenting unconfirmed facts \u2013 an honest answer like \u201cLet me find out and get back to you\u201d is more appreciated. Also, never say \u201cno comment\u201d \u2013 it translates as \u201cyou\u2019re right\u201d or \u201cwe\u2019re hiding something\u201d and as a last point \u2013 don\u2019t panic \u2013 or at least don\u2019t show that you\u2019re panicking!<\/p>

    The final part of this assessment includes estimating the effect of the potential incident. Damage assessment for both the best and worst case scenario is needed, as well as probability fo subsequent events.<\/p>

    U ovoj fazi, uspostavlja se strategija koja mora pokrivati korake u slu\u010daju da se kompromitira obe\u0107anje tvrtke ili brenda prema\u00a0potro\u0161a\u010dima, za\u0161titu dugoro\u010dnih strate\u0161kih ciljeva, opcije odgovora i posljedice te ciljeve i odluke koje odgovaraju na potencijalni incident.<\/p>

    Phase 3: Implementation<\/strong><\/p>

    Implementation is the third and final phase of preparation. This phase implies that a completely structured workflow, communication plan, responsibilities and action plan is already in place. By this time, a system of measuring and supervision is ready. The final status reports are made.<\/p>

    In this phase, the incident is finally over. The focus is now on restoring your regular business \u2013 most importantly by identifying all the measures taken throughout the entire process, singling out the steps that need to be remedied.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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