Crisis Comm: Traditional Models, Social Media, & Current Challenges - Essay Sample

Introduction

Crisis communication is an essential way of sharing information during pandemics and disasters. However, this requires appropriate measures to ensure that the process provides valid, relevant, and approved knowledge. Traditional models of crisis communication have offered an opportunity to review the information and share it as much as possible. A recent development in technology and use of social media has made it possible for the various organization to share information promptly. The current crisis communication has incorporated technology as a primary way of communicating with the people (Ma 2019, 280). Apart from the media, therefore, social media has been incorporated into the traditional framework. Scenario-based communication requires appropriate consideration of the impact that such information has on the receivers. Crisis communication regarding COVID-19 demonstrates different ways which this can be achieved at an organizational level.

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Examples

Apple Inc. has adopted various communication models to communicate with its customers and staff regarding the current coronavirus pandemic. The step has been taken in an attempt to allow Apple's stakeholders to adapt to the new workplace changes gradually. Measures put in place aim to enable workers to achieve organizational goals by keeping safe through the access of quality information.

Through the Twitter platform, the company's CEO aimed to facilitate awareness of prevention measures by directing his message to both employees and customers across different parts of the world. This was an important communication to let the customers ware of the prompt changes put in place to curb with the spread of covid-19.

Crisis communication plays a crucial role when managing issues within an organization. Crises-related information can spread rampantly even without awareness of the traditional media. This has been witnessed through the current corona virus crisis. Social media has acted as the primary platform where its users share information (Beldad, van Laar and Hegner 2018, 150). However, handling the rate of misinformation has been challenging for any organization. Information, when received, needs to be analyzed to determine its source, scrutinize its validity before releasing it for the public use.

On the contrary, most of the social media platforms have failed to follow the required process in achieving this. However, it has acted as one of the primary channels through which organizations communicate to its employees and facilitating efficient response aimed at containing the looming threats regarding the diseases. As a result, it has helped different stakeholders to adopt measures that facilitate its preparedness and response. For instance, press conferences, website interviews, and internal briefings have primarily contributed to the primary crisis information sharing noted in the current communication models adopted to pass information to the public (Garnett and Kouzmin 2009 198).

The message was instantly communicated among employees and indicated different measures that aimed to facilitate the management of different activities within the organization. In an attempt to protect its employees from the spread of the disease, the CEO utilized different communication models to reach to other stakeholders. On its website, the entity has focused on few measures aimed to facilitate awareness and create a clear and informative platform that allows both clients and employees to review regular updates regarding the company's efforts to curb with the pandemic (Malone and Coombs 2009, 208).

As a profit-making entity, it has ensured that various retailing alternatives are provided to their customers. Therefore, well-strategized information is provided to guide employees on how the business will be conducted through online transactions and business. To facilitate the flow of information and reduce instances of miscommunication, Apple has put new models and employed personnel aimed at scrutinizing information before it is shared to its customers as well as the employees. By doing so, the entity provides an opportunity for the employees to review different information in regard to workplace demands

Evaluation of the Content

The tone of communication both aims to offer guidance and clarification on the crisis. Informative models directed to the stakeholders who respond by interpreting and taking note of the message or mails. Secondly, it offers an opportunity for the employees to put the required measures in place. The two examples overlap since it focuses on one theme. It aims to clarify one subject and offer the necessary guidance in meeting the required standards aimed at addressing the crisis (Urick 2014 277).

The purpose of crisis communication was to create an alert regarding the pandemic and possible changes that would directly affect the employees. It further introduced new working methods to reduce the spread of the diseases. The theme of the communication is to create awareness to ensure that every member is updated on the current development regarding work and pandemic and possible changes that could affect the normal operations within the entity.

The increasing mass media reporting of risks has similarly played a crucial role in ensuring that corporate teams implement proactive measures in delivering timely communication that benefits the employees. Intergroup communication further determines how different social group approaches affect public attribution and communicative intentions (DiersLawson and Pang, 2016, 148). Apple has stronger ties with its employees across different levels and parts of the world. Internal crisis communication has been handled with primary consideration of people's reactions.

Effectiveness of the Content

Organizational communication is critical in any entity (Cheng 2018, 58). The kind of communication and daily updates offered by Apple has positioned employees in a better means of addressing dynamic challenges associated with the crisis. To ensure that communication is conducted effectively, the organization established site alerts and reminders by use of mails in ensuring that both employees and customers stay updated regarding the current COVID-19 crisis. This has improved communication and ensured that new task and activities are conducted in a systematic way that allows an efficient flow of information.

The entity incorporated elements of proactive strategy in communicating about the possible problems associated with the current crisis. The CEO took note of the fact that early crisis interventions contribute to better management measures. Intergroup communication approach is critical to every corporate entity during such a crisis (Coombs and Holladay 1996, 98). Apple considers social identities when sharing new information on the steps taken to curb the crisis. It does this in a manner that the public does not negatively perceive the organization. To avoid misunderstanding, it engages by considering different social groups and interpreting events before sharing information to the public.

Understanding communication and information in the course of a crisis is essential in responding appropriately (DiersLawson and Pang, 2016, 148). Apple's CEO has incorporated ethical business practices in utilizing new interventions aimed at preventing the condition. To deliver accurate information, it also analyzes information from the media authorities and the guidelines provided by the World Health Organization (WHO). This has ensured that responses to inquiries are quick and this has reduced the rates of panic among the employees. Coming up with a quick response is critical to people affected by the pandemic (Holladay 2009, 208). However, having accurate information should be prioritized to ensure that people respond appropriately to a differing crisis.

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Cheng, Y., 2018. How social media is changing crisis communication strategies: Evidence from the updated literature. Journal of Contingencies and Crisis Management, 26(1), pp.58-68.

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DiersLawson, A. and Pang, A., 2016. Did BP atone for its transgressions? Expanding theory on 'ethical apology'in crisis communication. Journal of Contingencies and Crisis Management, 24(3), pp.148-161.

Garnett, J. and Kouzmin, A., 2009. Crisis communication post Katrina: what are we learning?. Public Organization Review, 9(4), p.385.

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