Crisis Communication Planning at the United Nations

Introduction

Though an admirable organization, the United Nations does not always function like a smoothly oiled machine. This is because of the organization's sheer size, but also because of its many inefficiencies. However, if there is one department in which there should not be any kind of delay or misunderstanding, it is the department of communications. This department, because of the nature of the organization, is vital to effective communication not only between states, but also between the UN and its member states.

This paper will examine, first, the theory of communications planning models and then how they would function within the United Nations, especially in a communication crisis context.

Various individuals offer theories on how to deal with crises, yet every organization is different. Some guidelines, however, do help. First, one must recognize that no matter its capacity, every organization is vulnerable to crises. Without adequate communications in times of crisis, various negative consequences can ensue. These can include the breakdown of operational response, the anger of stakeholders, and the perception of the organization as inept and negligent.

This is precisely why any organization must be prepared for a crisis. There are ten basic steps that an organization can follow in order to ensure effective crisis communications and guard against the negative consequences described above:

Communications Planning Models

1. Identifying a crisis communications team — a small team of senior executives that can serve as the organization's PR guiding hand through the crisis.

2. Identifying a spokesperson or spokespersons — organizing individuals who are authorized to speak on behalf of the organization and who understand the subject matter, including the CEO.

3. Spokesperson training — this is perhaps the most important step, ensuring that a person is capable not only of speaking on behalf of the organization, but also of conveying a clear message.

4. Establishing notification systems — having clear and reliable communications channels in place.

5. Identifying and knowing stakeholders — understanding who matters, and why.

6. Anticipating crises before they happen — being proactive and assembling a team before an absolute emergency arises.

7. Developing holding statements — drafting full message frameworks in advance, establishing scenarios and determining what must be done in the event of a crisis.

8. Assessing the situation fully — acting only once a thorough assessment of the situation has been completed.

9. Identifying key messages — determining what messages will benefit the organization and accurately represent its position.

10. Riding out the storm — taking an objective look at the situation, maintaining composure, and seeing the crisis through to resolution.

The worst possible thing a leader could do in a time of crisis is to put his head in the sand and have no plan of action.

Conclusion

The United Nations is unlike any other organization, and for this reason it must reach agreement on everything, as the organization functions on a consensus basis. Thus, if a crisis were to strike, the organization would have had to work through the ten steps well ahead of time.

It is unclear whether this body can apply each step to its inner workings, given its uniqueness. The organization could potentially implement steps 1 through 6 with relative ease, and in fact must already be doing so, especially given its well-documented ability to address field issues as they arise. However, some of these steps — such as the UN's capacity to anticipate crises — though possible, do not necessarily guarantee results. Because all member states must agree on how to proceed, clear anticipation does not necessarily deliver the desired outcomes. In other words, with this organization, the process is complicated. Nevertheless, it is more than likely that its crisis communications function, at least to a certain extent.

Due to the unique nature of the United Nations, a crisis in the field would not be addressed as effectively as a crisis at headquarters. The Rwanda genocide is a prominent example of this gap. In field settings, considerations such as operations management, victim protection, organizational credibility, and ethics take on heightened importance — areas that may not receive equivalent attention at the headquarters level.

Thus, the effectiveness of the UN's crisis communications ultimately depends on the angle from which one examines the situation. The UN Charter establishes broad principles for peace and security, but translating those principles into rapid, coherent crisis communication across dozens of member states remains an enduring institutional challenge.

This paper has examined crisis management with a focus on the United Nations and how this organization can maintain effective crisis management through efficient communications. It is important for any organization to implement the ten steps of crisis communications, especially if it wishes to survive and overcome a crisis. The UN's consensus-driven structure creates additional layers of complexity that make proactive preparation all the more essential.

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