By David Calusdian, Executive Vice President & Partner
I recently participated as the designated “social media expert” as part of a crisis communications case study session at the 2012 NIRI Southwest regional conference. This year’s conference was held in New Orleans and the session centered on a fictitious publicly held bead manufacturing company (apropos for the conference host city) that found itself suddenly facing a major environmental crisis. During the true-to-life exercise, attendees took on the roles of the company’s corporate communications officers and were tasked with implementing all aspects of the crisis response plan.
In their new roles, the attendees had to make a number of decisions relating to the immediate actions of the fictitious company, “Beignet Beads & Baubles.” For example, should the company proceed with a press conference with the governor announcing a state grant that afternoon? Should management go forward with a scheduled presentation at a major investor conference in New York the next day? Should a planned announcement of a major plant expansion be delayed? As typically happens with a real crisis, the Beignet Beads & Baubles “crisis team-for-a-day” was given an increasing amount of information to complicate their decision-making process. Continue reading