•Therefore this will affect the normal business transaction as the organization does not have the optimum resources to function thus the organisation must take up accurate decisions.

•With this component being surfaced, the organization will be streamed into making very stringent decisions on how to deploy their balance manpower/resources to continue ops so as to have a strong containment of the situation. 

•A good decision making must be incorporated at the earliest time possible in order to ensure the basic operation that is required by the organization.

•Therefore this component is important as decision making in this approach will help in the organisations handling of the situation.

- Causes organisation reputation to be tarnished and impacts productivity of the company.

•   containment;

•   isolation;

•   preparation;

•   strategy;

The team will take up the component of containment.

1. Organization to provide a quick update to customers as soon as possible so there won't be any misinformation or speculation.
2. Organisation must appoint a spokesperson to attend to media queries and also the customers;if any so as to avoid any speculations.
3. A policy of containment and negotiation was the appropriate course of action

HR team 

Operations ( Teams at both side - crisis site and also the airport) 

Communications - Public Relations 

Legal - 

First control the social media because how you control it will determine how the company is managing the crisis.

 - control what is being posted online
- control what is being say to the media and the family 

- control the informations given to the viewers

- Manage it with advising the people to not post inappropriate pictures and post about the crash until further notice. 

- apologise personally to the families 

- have a buddies system to the families to know how they are coping to the crisis

- compensate to families on their lose

- they are demanding answers from the owner ( on why the plane still fly despite having problems 24 hours - like technical problems ) 

- to have official spokesperson on the updates on the crisis - etc - having the owner of lion air on the ground and apologises to the family of the affected passengers.

How do you minimize and manage possible negative or hostile media coverage in a Crisis?

Ensure that the company representative handling the media is a person who is able to give updates clearly and timely.

·       He/She is able to answer media questions in a very tactful and clear manner so as to avoid any misinterpretation from the public.

·       When there is no updates on the situation the media representative should have a good practice to still put up to the media that they are still awaiting for updates on the situation so as to avoid media making assumptions.

·       E.g There was a speculation that a baby was found alive in this crisis. However Indonesia Disaster Mitigation Agency spokesperson Sutopo Purwo Nugroho tweeted on not to spread fake news. The baby was from a ferry incident.

·       There was another fake news containing an aircraft fuselage image which was from an incident in April 2013 involving JT-610 in Bali which surfaced claiming that the fuselage was found for this incident.

·       A video was also circulated via whatsapp of passengers praying in the aircraft as the aircraft was facing turbulence but it gave a perception that this plane was the one that crashed as it has become a mental model of the people as there is already a crash.

How do you emerge with corporate reputation and key relationships intact or enhanced?

Apologise, compensate, and Most companies implement risk management processes and systems, which have two fundamental characteristics: firstly, they protect against risk in a vertical way, i.e. against credit, market or liquidity risk, to name but a few.

Establish systems that can detect potential problems, which could
arise from the commercial, political/regulatory, social, economic, and the
technological, among other trends. The system should assess the likely impact of the identified risk issues. Companies must also manage information regarding stakeholders, so as to identify and assess their levels of interest, potential positions
and influence. 

Prepare for problems by identifying possible issues that
could affect the industry in which it operates. also
monitor websites and develop scenarios with outside consultants who are
experienced in tracking such risks, and brainstorming with experienced managers who know their individual businesses.

Identify and prioritise the risks. Provide basis for developing
and validating risk issue management strategies, both short-term action and in taking a long-term strategic view on how to clarify and enhance understanding of a company's objectives, operations, values and behaviours. to identify every risk issue, which could have a current or
potential impact on the company according to cost to commercial operations and reputation through impact on stakeholder relations, and the likelihood of occurrences

Understanding the need for a better response, opinion-formers and decision-makers can help determine the company's support base and potential for a stronger force. 

Developing risk issue strategies, helps to determine what kind of response would be ideal, taking into account the position of the company, its resource assessment and approval, identifying every stakeholder that needs to be targeted, and developing an action plan which details the necessary steps that need to be taken, outlining the different responsibilities. A bullet-point template describing risk issue and assessment, with the related approach to be followed, can assist in the implementation process

Lastly, Putting the strategy, which has been approved by appropriate management, into action, and consulting with and/or communicating the response effectively to relevant stakeholders.

Do nothing 

Pros: Say nothing until the company evaluate/assess all the facts, going silent is not a bad thing when you are monitoring a crisis as sometimes certain situations just require time for it to self resolve or cool off. 

Cons: Chances that it could escalate to even worse crisis. Companies are judged by how they withstand a crisis. 

Pros: When delayed there is a better chance of thoughts before an explanation is given.   

Cons: shows an inability of being unable to make accurate decisions and also gives the impression of avoiding or hiding something that needs to be flagged out.

Pros: Act fast otherwise, misinformation and speculation can quickly fill the bareness. 

Cons: The cons of respond to defend approach will cause information and instructions to overlap as there is a rush factor to protect, thus this might lead to a disordered situation and inaccurate information.  

Pros: the ability to extend heartfelt apology is the key to moving forward. 

the ability to accept responsibility, acknowledge the incident and apologize. It somehow creates a level of professionalism of the company, the ability to show that they are on top of situation.

Cons: Demoralise the employees who are managing the crisis and also the image of the organization, it will also not help the organization in terms of gaining back trust from various parties 

 Be Transparent
Pros: Today’s real-time world of social media, and with critics. The tenets of any crisis communication are to be proactive so that the information given is transparent, and be accountable. When put into action it looks like this: acknowledge the incident, accept responsibility, and apologize. 
Cons: Might damaged the reputation of the organization.

Pros: taking full responsibility allows the company to be viewed as a reliable organization. Enable customer to gain their trust once again.

Cons: may be expensive to bare the full cost 

 

 The level of downtime is tolerance means how long a organisation based on their operation needs and requirements, how long they can actually seize operations and it will not have a substantial impact on them as they have the ability to hold that specific downtime before the are deemed to be in crisis. Downtime vary within industries especially due to the difference effects of downtime

b) How do you adopt a mixture of crisis strategies 
- Do nothing at the first stage of the crisis so that the company could evaluate/assess all the facts, going silent is not a bad thing when you are monitoring a crisis as sometimes certain situations just require time for it to self resolve or cool off. After doing nothing, being stonewall is important so that only official informations can be given by the official spokersmen. Delay is fine because the company can come out with the best decision and then be able to take ownership of the incident and be able to respond properly and defend the organization to possible threats. The company might be able to take offensive so that to show how the company really felt about the crsis.Lastly, to be able to be transparent is crucial because being able to manage the hostile media coverage could help or prevent the reputation of the organization. Manage the different strategies used in different areas of the crisis. Adopting the mixture of strategies may be hard because it may complicated things but every factors of the crisis should be handled and analyze properly and given the proper strategy. Different factors of the crisis may requires different crisis strategies so that it could be handled properly. But in the end, all the crisis strategies should come together. This intensive collaboration of crisis strategies is one of the key ingredients of a successful integration. 

1. What was/were the strategies adopted?
Take the offensive & ownership/ respond & defend/ Transparent: After the SQ006 crash, former CEO Cheong Choong Kong took personal charge of the media conferences, proactively address the situations by answering all the difficult questions on how the airline’s handling the accident. He disseminated accurate information and corrected wrong information released by a Los Angeles employee who stated that there were no fatalities in the first few hours after the crash. He also travelled to Taiwan within hours of the crash and accepted that the airline took full responsibility. 

2. Which strategies were effective and which were not?
SQ006: Most of the strategies adopted were highly affective the only setback is that during the media management response, they were slow in contacting the next of kin and releasing the names of those who had perished.

3. What lessons can be learnt from the handling of the

two crises above?
SQ006: SIA was well prepared for the crisis as they have learned from the crash of its subsidiary airline, SilkAir. SIA adopted this willingness to take responsibility of the accident. SIA in the beginning had made an extensive preparations for crises. Such as they had a resources of cash to quickly enable them to offer compensation to the victims. Also, SIA had trained hundreds of its employees the use of the ‘buddy strategy’ for the affected passengers and their families to facilitate crisis management. 

2.  Which strategies were effective and which were not?

MH370: Malaysia's lack of planning, preparation and practice in a crisis especially when facing the media exposed weaknesses in conveying MH370's key. The delayed response from Malaysian Airlines has created a credibility gap, which gave Malaysia Airlines’ crisis communication operation an unprecedented challenge. At the time of writing, flight MH370 is still gone missing.Malaysia Airlines Public Relation team was lack of cooperation.The whole event remains unfolded. Malaysian media had banned grief-stricken mothers and spouses from giving speeches to the media. This not only considered as violation of free speech but to leave a bad image of disrespecting the victims from MH370 flight.  Malaysia Airlines PR team failed to communicate and prioritise the concerns of passengers on board and most of them were in Chinese families. 

 

 

b. facilitating a Command Centre for management to coordinate led by the CEO, control and direct the airline's responses to a crisis and in the case of an airline to any of the company's aircraft anywhere enroute.

c. providing a coordinating centre and therefore single source of information associated with a crisis and to co-ordinate all aspects pertinent to passengers and crew on board in the case of an airline.  The CMC is divided into the Directorate and the Passenger Information Centre (PIC) and is headed by a Director and representatives from involved departments.

Response phase: it is during the crisis itself. The team must swing into action and turn full attention to the matter at hand. The actions to deal with the needs and consequences and to tackle in a calm way.

-Comprises of decision making process, identify action options, do best option, evaluate progress, initiate a proper course of action.

 

-A well rehearsed emergency plan that is carried out by the emergency team to carry out actions immediately to saving lives & property.

 

Recovery: It is post crisis follow-up – to look back and reflect on the crisis. to

perform post incident investigation, revise response plans, share lesson learned, correct response deficiencies, mitigate identified hazards, and keep all records.

-To review the effectiveness of the crisis management plan and correct any deficiencies. 

 

-Actions taken to return a community back to normal conditions, including the restoration of basic services and the repair of physical, social & economic damages. For example debris cleanup, rebuilding of roads & bridges & key facilities, & sustained mass care for displaced human population.