Overview This session will cover how to Develop a crisis communications plan Prevent crises Prepare for crises Implement your plan Manage unexpected trial closures Crisis Communication Managing the strategy messages timing and distribution channels necessary to communicate effectivel ID: 437691
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Slide1
Preventing and Managing a CrisisSlide2
Overview
This session will cover how to:
Develop a crisis communications plan
Prevent crises
Prepare for crises
Implement your plan
Manage unexpected trial closuresSlide3
Crisis Communication
Managing the strategy, messages, timing and distribution channels necessary to communicate effectively with stakeholders in a highly charged atmosphere.
Slide4
Potential Crises
Safety concerns
Allegations of exploitation
Legal disputes
Political issues or personal vendettas
Disgruntled staff or participants
Problems attributed (rightly or wrongly) to the study, trial network or sponsors
“Wise crisis management begins before a crisis occurs”
Robert L. Heath
“Wise crisis management begins before a crisis occurs”
Robert L. HeathSlide5
Predictability of a Crisis
Crises, while unpredictable, often have consistent qualities:
Media interest intensifies.
The need for complete, easily understood information increases
Other people/organizations will try to promote their own agendas.
Organizational credibility can come into question.Slide6
Crisis Communications Plan
A crisis communications plan:
Outlines steps that staff and partners
should follow at all levels when a
situation or event threatens to
negatively affect a trial
Defines policies and procedures for
assessing and responding to situations
Identifies the involvement of others to rapidly defuse
a crisisSlide7
Ask yourself: what matters to people? What causes concern?
Identify, communicate with, listen to, understand and accommodate all stakeholders.
Establish a reliable outward flow of information and an equally reliable intake of external opinion.
Preventing Crises
“The key to effective issues management is to build relationships
and trust ahead of time.”
Lori Heise, Former Director, Global Campaign for MicrobicidesSlide8
Preparing for Potential Controversy
Define your crisis communications team:
All tasks should be clearly defined and assigned.
Ensure that final approval authority is understood.
Others not assigned should relay information and refer inquiries to spokespersons.Slide9
Crisis Communications Team Planning
Brainstorm potential crisis scenarios and rehearse these situations.
Formalize a rapid-response procedure.
Develop and update a detailed contact sheet.
Include mobile phones. Crises are not limited to working hours.
Identify key groups that should be kept informed during a crisis. Slide10
Crisis Communications Team Planning
Train project staff to identify warning signs.
Identify and train spokespersons, external experts and key staff.
Limit the number of spokespeople who communicate with the media, but do not cut off the flow of information to the media.
Provide updates with new information, even in times of limited press coverage.
Identify trusted media contacts. Maintain up-to-date contact information for these journalists.Slide11
Does an Issue Need Managing?
Identify in-house decision makers and consider the following criteria:
Is the issue critical to your organization, trial, participants or mission?
Is it potentially high impact?
Does the issue attract opposition from stakeholders or opinion leaders that could exacerbate the crisis?
Is the reputation of your organization likely to suffer because of its association with this issue?Slide12
Crisis Response
Be proactive.
Ensure spokespersons are available.
Tailor communications to the situation.
Debrief once the situation has been resolved.Slide13
Tips for Trial Spokespeople
Be forthright.
Know which questions to answer.
Be available to the media.
Provide updates when new information becomes available.Slide14
Preparing for Unexpected Trial Closures
Track planned Data Safety Monitoring Board meetings to stay informed of trial status.
Update materials before major milestones.
Develop key messages for all possible scenarios.
Alert key stakeholders of regular DSMB milestones.Slide15
Informing Stakeholders of Early Closures
Prompt and open communication with all stakeholders is essential.
Publicly traded U.S. companies must ensure compliance with SEC disclosure regulations, which further condenses the timeframe to inform stakeholders.Slide16
Managing Unexpected Trial Closures
First inform the trial leaders, sponsors, government officials, your ethics committees, regulatory authorities, the manufacturer, and national and international health organizations. Slide17
Other Steps to Take
Draft a press release.
Distribute key messages to allies.
Monitor media coverage of the closure and collect information from the community.
Respond and follow up as needed.Slide18
Summary
The best crisis management is crisis prevention.
Proactive planning and rapid response are your best tools for crisis management.
Always remember the three Ts of crisis communications:
Trust
Transparency
TruthfulnessSlide19
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