On 5 Oct 2022, I joined a virtual panel organized by the European Association of Communication Directors (EACD) and #NORA – The Nordic Alliance for Communication and Management. Together with Prof. Vilma Luoma-aho from University of Jyväskylä we discussed the latest research on crisis arena cross-over. I gave my reflections on how communication theories can be applied to business context and what communication leaders can learn from research. Here’s my take on the latest crisis communication research:
Enter the digital media arenas
The landscape of crisis communications has evolved. While ten years ago you could manage a major crisis by establishing one-way communication channels and cascading controlled, legally reviewed responses, today’s environment is different. The latest research indicates that instead of focusing on paid, earned, shared and owned media (PESO), corporations increasingly operate across multiple digital media arenas (DMA). These are online spaces where the role of strategic communicators is a blend of conveying corporate messages and facilitating conversation among stakeholders. In these arenas, control over creation and dissemination of corporate messages is limited and control over moderation features and facilitation of conversation has weakened. (Badham, Luoma-aho, Valentin & Körkkö, 2022.)
Furthermore, crises can now more rapidly progress and expand in today’s digital media landscape. According to recent studies, crises are more likely to cross other arenas when stakeholders participate in the formation and expression of opinion about issues in various arenas and when their assessments are predominantly negative (Badham, Lievonen & Luoma-aho, 2022).
The researchers also suggest that when an organization does not adequately engage in conversation about an issue related to them, a crisis can easily escalate. In other words, if you cannot provide sufficient responses during the crisis build-up, it will likely generate more negative engagement around an issue and create further crisis arenas to monitor and manage. (Badham, Lievonen & Luoma-aho, 2022.)
Staying silent is not an option, shaping the context is recommended.
Two recent reputational crises demonstrate that staying silent is not an option. First, environmental groups have started legal action against the aviation company KLM for adverts that promote the sustainability of flying. The company has not only been challenged for misleading claims and ‘greenwashing’ but also for its response to the crisis. The crisis appears to have crossed arenas, and even the company’s own communication channels and campaign billboards have been hijacked. The case teaches us two things:
1. Brands’ communications are increasingly scrutinized and consumers expect corporations to communicate in a fully transparent, honest, and ethically correct manner.
2. Staying silent is not an option in today’s digital media landscape where crises might cross various arenas. By not taking a stand, you risk losing control of your own story and having a say in the debate.
The second prominent case we looked at is how the Finnish PM Sanna Marin managed her reputation repair last August. The case demonstrates how important it is to a) know your stakeholders – both supporters and opponents, b) actively shape the communication context by addressing what you find appropriate and effective, and c) allow communication to emerge among your supporters.
Although Sanna Marin is known for being very active on social media, during the latest crisis she focused solely on the Finnish public media and her voters, who ultimately decide whether she keeps her job. The PM’s rather traditional crisis response strategy to justify her behavior, remind the audience of her past good work and attack the accuser by setting expectations of what is appropriate to ask and discuss publicly seem to have worked and the first wave of the reputational repair was over after 1,5 weeks. This might not have happened without simultaneous support from the PM’s large, global followership who mobilized and started another social media movement “SolidarityWithSanna”.
Thus, previous investments in building good stakeholder relations, being active in key digital communication arenas, and shaping the communication context appear to pay dividends when crises cross over.
The blog text was previously published here: https://www.bi.edu/research/centres-groups-and-other-initiatives/nora/news/2023/managing-the-unmanageable/
You can watch a webinar recording on the topic here: https://eacd-online.eu/managing-the-unmanageable-reflections/
REFERENCES
Badham, M., Lievonen, M., & Luoma-aho, V. (2022). Factors Influencing Crisis Arena Crossovers: The Apple iPhone #ChargeGateCase. In. Y. Jin & L. L. Austin (Eds.), Social Media and Crisis Communication: Second Edition (2nd. ed.) (pp. 226-237). Routledge.ISBN: 9780367489007.
Badham, M., Luoma-aho, V., Valentin, C. & Körkkö, L. (2022) Digital Strategic Communication through Digital Media-Arenas. In J. Falkheimer & M. Heide (Eds.), The Research Handbook of Strategic Communication. (pp. 415-429). Edward Elgar Publishing.