Crisis communication plays an important role in maintaining a community’s safety and security. While governments devote significant attention to national crises, anticipation and preparation specific to local communities is imperative and can assist media outlets, elected officials, and message designers in successfully reaching their intended target audiences. However, local leaders might not possess the communication skills and knowledge needed to prepare a local community for potential crises. Therefore, there is a need for communities to have support systems in place to help them respond and communicate appropriately.
This volume provides a comprehensive resource that provides the knowledge and guidelines that can be used for localized crisis preparation. Focusing on crisis preparedness/readiness, it discusses and extends the anticipatory model of crisis management (AMCM) in the establishment of crisis communication centers (CCCs) within local communities and municipalities across the U.S. The authors advocate for communities to create CCCs that would be comprised of municipal and community members who can fulfill specific functions on a team tasked with preparing for crisis, as well as responding to a crisis aftermath.
Directions for future research such as the comparison of specific crisis prevention strategies across similar local communities, and developing new and innovative ways to collect and warehouse large amounts of crisis data, is provided.
Chapter 4. New Media Technologies’ Role in the CCC’s Crisis Management
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NEW MEDIA TECHNOLOGIES’ ROLE IN THE CCC’S CRISIS MANAGEMENT
This chapter reviews the research and theory of mass media, new and social media, and other information communication technologies (ICTs). It also provides guidelines for how CCCs can utilize local media outlets and take advantage of communication technologies to stay connected with the local public. ← 81 | 82 →
The fact that an organization must respond to a crisis is one of the basic fundamentals in crisis management. However, how organizations respond or communicate with the public or with the stakeholders is what determines whether the crisis management will be effective or not. In consonance with the principles of the AMCM for the CCC’s crisis and disaster management, this chapter contends that planning communication messages and strategies is a critical role that any organization, and the CCC in particular, must undertake. According to Lukasewski (2013), an organization needs to respond to crises and communicate energetically, because their reputation is always on the line. Unfortunately, some organizations and their crisis management staff often fail in this important mission, either because they don’t care or because they intentionally ignore their turbulent environments and thereby fail to account for crisis-inducing events (Lerbinger, 2012; Lukasewski, 2013). One of the most important crisis-inducing factors concerns technologies and human factors, specifically the role that new forms of communication technologies play in crisis communication processes. At the same time,...
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