Disaster and Crisis Prevention and Mitigation – Annotated Bibliography This is a project outline and Annotated Bibliography for Business Continuity during Crises. The pre-crisis portion diagrams the steps regarding corporate processes to management of issues to prevention planning. The outline also sets forth steps to be taken during the crisis by the crisis management team, internal communications team and external media team. The outline then delineates a post-crisis response dealing with continuing assessment and refinement of corporate planning for anticipated crises. Finally, this project sets forth an Annotated Bibliography of scholarly and practical sources for fleshing out the pre-crisis, mid-crisis and post-crisis steps.
Disaster and Crisis Prevention and Mitigation -- Annotated Bibliography
Corporate Processes
Identify All Corporate Processes
Collect Data on Corporate Processes
Prioritize Corporate Processes
Management of Issues:
Identification of trends and issues that could impact corporate systems
Data collection on identified trends and issues
Prioritizing threat level of trends and issues
Establish strategy in communications stressing company efforts to prevent crisis
Prevention Planning
Continually search for trends and issues that could impact corporate systems
Continually reassess and prioritize corporate processes
Prepare general crisis plans
Assess potential impact of each identified crisis
Assess available corporate responses
Crisis Management Team organized and empowered
Prepare general crisis plans
Prepare specific crisis plans for each corporate system in each identified crisis iii. Internal Corporate Communications Team organized and empowered
i. Evaluate internal corporate communications
ii. Refine internal corporate systems for continuous operations in crises
iv. Media Team organized and empowered
i. Plan and implement internal corporate communications system
1. Vocal
2. Internet
3. Literature
4. Film
ii. Define external target audiences iii. Define media outlets
1. Vocal
2. Television
3. Internet
4. Literature
5. Film
iv. Prepare general and specific media responses for identified corporate systems in identified crises
v. Establish relationships with third-party experts for pro-corporate media
4. Crisis
a. Crisis Management Team
i. Evaluate crisis and impact
ii. Evaluate corporate options in response to crisis iii. Enact corporate responses to crisis
b. Internal Communications Team
i. Initiate communications for crisis
ii. Monitor and assess reactions to communications iii. Consistently refine internal communications systems
c. Media Team
i. Prepare and release constant internal pro-corporate communications
ii. Prepare and release media to external targeted audiences
1. Minimizing negative publicity
2. Maximizing pro-corporate systems and responses
3. Using third party pro-corporate experts iii. Monitor and assess reactions to media
iv. Consistently refine communications
5. Post-Crisis Response
a. Assess effectiveness of and refine
i. Crisis Management Team
ii. Internal Communications Team iii. External Media Team
b. Continue monitoring crisis response systems, internal communication and media systems
c. Continue refining crisis response systems, internal communication systems and media systems for future crises
d. Continue addressing crisis until resolved
e. Continue internal communications
f. Continue external media to targeted audience
Annotated Bibliography
Agility Recovery. (2010). Prepare my business: Critical business functions. Retrieved from Agility Recovery Web site: www2.agilityrecovery.com/assets/SBA/criticalbusfuncsba.pdf
Experts in business continuity identifies critical business functions as those that: "(1) are most sensitive to downtime; (2) fulfill legal or financial obligations to maintain cash flow; (3) play a key role in maintaining your business' market share and reputation; (4) safeguard an irreplaceable asset." These experts then pose possible questions that need to be asked to determine which business functions are vital to continuity.
Gaunt, P., & Ollenburger, J. (Autumn 1995). Issues management revisited: A tool that deserves another look. Public Relations Review, vol. 21, no. 3, 199-210.
Gaunt and Ollenburger discuss the theory that issues management is not as widespread as it should be because it is a victim of its own success: it can sometimes so successfully handle issues before a crisis that the process remains invisible. They go on to discuss the untapped potential of effective issues management in the future.
Henard, DH (January 2001). Negative publicity: What companies need to know about public reactions. Public Relations Quarterly, vol. 47, no. 4, 8-12.
Henard discusses the likelihood of negative campaigns by advocacy groups and the importance and methods of addressing and minimizing negative publicity.
Jenkins, R.L. (Fall 2003). Crisis in confidence in corporate america. Mid-American Journal of Business, vol. 18, no. 2, 5-7.
Jenkins examines the Enron scandal, concluding that the simplest moral for business is to treat others the way you want to be treated.
Johansen, W., Aggerholm, H.K., & Frandsen, F. (2011). Entering new territory: A study of internal crisis management and crisis communication in organizations. Aarhus, Denmark: Center for Corporation Communication, Department of Business Communication, Business and Social Sciences.
Results of a survey of internal crisis management and communication in 367 private companies and 98 public organizations in Denmark during Spring 2011. Researchers sought ideas on how these companies/organizations prepared, responded and reviewed in the face of crisis. This is actually the beginning of a 3-year study commencing 2011 and ending 2014.
Kersten, A. (November 2006). Crisis as usual: Organizational dysfuntion and public relations. Public Relations Review, vol. 31, no. 4, 544-549.
Kersten discusses the efficacy of treating crises as expected rather than exceptional. The paper propounds treating corporations as incomplete and sometimes outright dysfunctional systems that will produce crises and also treating internal and external crises as normal in order to readily deal with them effectively.
Moore, S. (January - February 2004). Disaster's future: the prospects for corporate crisis management and communication. Business Horizons, vol. 47, no. 1, 29-36.
Moore examines possible future disaster scenarios and preparation and responses within the Information Design and Corporate Communications field.
Muller, R. (October 1985). Corporate crisis management. Long-Range Planning, vol. 18, no. 5, 38-48.
Muller addresses the internal corporate issues of strategic and operating problems, implementing plans when there are competing interests, and vital organizational structure for dealing with crises.
Okolita, K. (2009, December 2). How to perform a disaster recovery business impact analysis. Retrieved from CSO Security and Risk Web site: www.csoonline.com/article/509539/how-to-perform-a-disaster-recovery-business-impact-analysis?page=1
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