A-C-T N-O-W: A Strategy for 
Effective Crisis Communication

(Part 1 of 3)

by Cheryl Reimold

Editor's Note: This is the first installment in a multi-part series of features that outline the A-C-T N-O-W crisis communication strategy. While the decision to implement such a strategy lies with managers and company leaders, it is important for all employees to know about crisis communication and understand their roles in the process. Check back monthly for the latest installment.

In 1979, the nuclear power plant malfunction at Three Mile Island created a meltdown for the entire industry. In 1984, the tragedy at Bhopal left Union Carbide reeling. Common to both disasters was striking miscommunication to the public. When the local utility involved in Three Mile Island did not offer an immediate response, rumors and fears mushroomed. And when Union Carbide blamed the Bhopal tragedy on local management, The New York Times publicly lambasted "Union Carbide's defensive posture and faceless approach."

Of course, catastrophes have disastrous consequences — no matter what. Sometimes nothing can change these. But the way in which a company communicates a crisis to the world affects the public's perception of the company — and the industry as a whole.

Long-term consequences to a company can depend in no small part on that company's short-term response to the crisis. Witness the positive public perception of two companies that responded immediately and generously to crises: Johnson & Johnson (the Tylenol scare) and Hyatt Regency (a fatal skywalk collapse in Kansas City).
Because crises tend to catch people unprepared, a communication strategy must be firmly in place to guide those involved through what inevitably will be uncharted waters. One effective crisis communication strategy is known as A-C-T N-O-W:

STEP 1: Anticipate Disaster

If you take the time early to anticipate disaster, you will be able to take the other five steps, if the need arises. Failing to anticipate beforehand will make implementing the rest of the strategy much more difficult, perhaps even impossible.

Anticipation is your essential crisis insurance policy. However, its premiums are high: you invest sizable amounts of time and effort to prepare for a disaster that might never occur. These investments may seem unaffordable — until you recognize that managing a crisis effectively depends on preparing for it effectively and that crisis mismanagement can lead to the end of a company.

A decade ago, author Reynolds Dodson offered up tips to crisis management experts in an article titled, Control Your Crisis (Reader's Digest, July 1992). He quoted Hartford, Connecticut Fire Department Captain Fred Crocker: "People who have prepared for a fire are much more likely to survive than those who haven't." This wisdom still rings true and applies also to crisis management in business: planning for a crisis may save your company's life.

To anticipate disaster thoroughly and effectively, you must:

• Prepare a crisis inventory
• Do contingency planning
• Build good public and press relations before a crisis occurs

Prepare a Crisis Inventory

If your company has a safety committee, ask the group members to make their next project a crisis inventory. If your company doesn't have a special committee or team, form one yourself. Ask one person from each work area to perform a crisis inventory for their particular operation, and give them a deadline for completion.

Begin by preparing a sheet of paper with three columns: What Could Go Wrong, How to Avoid It, and If It Happens. Then, look at everything in your operation — from desktop computers to recovery furnaces — and give each item a worst-case scenario. What do you handle or manage that could break, fall, explode, leak, be tampered with, fall into the wrong hands, or otherwise cause harm? Make a note of all observations in the first column; criticize none.

Next, take each possible disaster you noted and ask, "What could we do to prevent this?" Are all safety measures in place? If so, note them in column two with a check mark and the date. Can more be done to avert a problem? Include those ideas in column two as well, adding dates for attention or follow up. You will be surprised at the number of potential problems you will avert by performing this step thoroughly.

Finally, for each potential hazard ask, "What should we do if it occurs?" Consult with everyone involved and develop a plan. Remember, it is much easier to think clearly, logically, and creatively when you're not in the middle of a crisis. Note the ideas in column three.

When all crisis inventories have been completed, gather them into a single document. Then, refer to this document regularly. Update it at intervals that are appropriate to the equipment or materials you have.

Do Contingency Planning

For each possible crisis, answer these questions:

• What can we do to avoid the most damage?
• What must we know?
• What decisions must I make? Who else must make decisions?
• Whom must we contact?
• What does the public need to know immediately? How can I get this information?
• What resources do we require? Where can we get them?
• What emergency supplies do we need? Do we have them available? Where?
• What first-aid training do we have? Who can perform CPR and other life-saving procedures?

To get some of the answers, you may need to consult with experts. You'll be much wiser to do this now, rather than wait and try to get information when everyone is in a panic.

Put Your Plan to the Test

Next, play out a crisis. Refer to the third column of your crisis inventory — "If It Happens" — and set your plan in motion. This test is the only way to see if the plan works, and it will give people a chance to practice what they may need to do when faced with danger.

Training games can save lives. In his article, Dodson told of a staged automobile accident performed by medical volunteers. The group performed each step perfectly. But the supervisor didn't see it that way: "Nice job, men — and you're all dead!" The team had not noticed a broken power line lying across the fender. Confronting such fatal errors in training may help make you more alert for them during a real incident.

Build Good Press and Public Relations Now

Now is the time to build good press relations. The very nature of a crisis is its unpredictability; it could happen tomorrow, next year, or never. Begin today to cultivate your local media. If disaster strikes, they will be the ones who will get the message out to the world. Establishing good relations with journalists, announcers and local reporters during "calm" times will help you get the goodwill and the air time and space you may need later. Let them know regularly about public interest events that your company sponsors — even invite them to attend. Send them copies of quarterly reports and other general interest publications.

With this initial step in the strategy taken, you will be ready to move to Step 2: Care About People Affected. Look for that installment in the February - March issue of IEEE-USA Today's Engineer.

Cheryl Reimold is Editor-in-Chief of IEEE-USA News and Views and president of PERC Communications, a consulting firm that provides writing services and offers courses on writing and other communications skills to businesses and associations. Visit her website at http://www.allaboutcommunication.com.