1、本科毕业设计（论文）外文翻译原文CRISISMANAGEMENTPUBLICRELATIONSDAMAGETOANORGANIZATIONSREPUTATIONCANSOEASILYBECAUSEDBYAFLIPPANTREMARKFOREXAMPLERATNERSSHARESCOLLAPSEDTHROUGHTHECHIEFEXECUTIVESCARELESSJOKEATATIMEOFCRISIS,THEEFFECTOFFLIPPANTCOMMENTSORPLATITUDESCANEXACERBATETHISEFFECTTHECOMMENTBYEUROTUNNELSPRESIDENT,INWH
2、ICHHEDESCRIBEDTHEFIREAS“ANUNPLEASANTINCIDENT”,WHICHWASADJUSTEDAFEWHOURSLATERTO“ASERIOUSINCIDENT”WASEVIDENCEOFPOORMANAGEMENTOFTHERELEASEOFINFORMATION,WHICHRESULTEDINTHEIMPRESSIONTHATSAFETYFEARSWERENOTBEINGTAKENSERIOUSLYHILLANDKNOWLTONSDIRECTOROFCRISISMANAGEMENT,DAVIDBROTZEN,COMMENTEDTHATTHEYDIDWELLTO
3、KEEPTHEINCIDENTTOAQUESTIONOFFREIGHTSAFETYRATHERTHANLETTINGLESHUTTLEBECOMEIMPLICATEDBUTIFIWASTHEIRPR,IDTAKETHEMEDIAIN,SHOWTHEMWHATHAPPENEDANDWHYIDLAUNCHANINDEPENDENTINVESTIGATIONINTOTHECAUSEANDSEVERITYOFTHEFIREANDBEOPENANDHONESTABOUTITSFINDINGSIDALSOREVIEWALLROLLINGSTOCKTOREASSUREALLTRAVELLERSTHATSAF
4、ETYISNUMBERONEPRIORITYBEENSTOCK,1996BASICRULESAFEWBASICRULESHAVECLEARLYEMERGEDFROMTHEABOVEEXAMPLESFIRSTOFALLTHEIMPORTANCEOFTELLINGTHETRUTHSECOND,RATHERTHANLETTHEMEDIANETWORKSPECULATE,USETHEMEDIANETWORKASAOPPORTUNITYTODISSEMINATEYOURINFORMATIONLEAVENOROOMFORSPECULATION“IFYOUCANTTELLTHEMSOMETHING,TELL
5、THEMWHYYOUCANTTELLTHEM”PRJOURNAL,1995APPROPRIATEAPOLOGIESPERHAPSANOTHERBASICRULETOBEMENTIONEDATTHISPOINTISTHENEEDTOAPOLOGIZEPROMPTLYWHENAPPROPRIATESIRJEREMYMORSE,BANKERANDPASTCHAIRMANOFTHEINSTITUTEOFBANKERS,MAINTAINSTHATITALMOSTALWAYSPAYSTOISSUEANEARLYAPOLOGYALTHOUGHTHISCOULDLEADTOANORGANIZATIONBEIN
6、GBLAMEDFORSOMETHINGWHICHISNOTITSFAULT,HECOMMENTSNEVERTHELESS,THEREARETWOCENTRALREASONSWHYTHISISUSUALLYTHERIGHTCOURSEFIRST,EXTERNALLY,THEPUBLICRESPECTANAPOLOGYFREELYGIVENRATHERTHANONETHATCOMESAFTERACONSIDERABLEPERIODOFSTONEWALLINGSECONDLY,INTERNALLY,ANEARLYAPOLOGYFREESMANAGERSTOSORTOUTTHEPROBLEMSFARM
7、OREEFFECTIVELYTHANIFTHEYARESTILLMAINTAININGANOUTWARDFRONTTHATNOTHINGISWRONGHAYWOOD,1994,P177HOWEVER,BLACK1993POINTSOUTTHATIFALAWYERISPRESENTTHEREMAYBEPRESSURENOTTOEXPRESSSYMPATHYINCASETHISISTAKENTOIMPLYLIABILITYLAWYERSMUSTBETOLDTHATTHECONSEQUENCESTOTHECOMPANYOFNOTCOMMUNICATINGANDSHOWINGSYMPATHYINPRA
8、CTICALTERMSARESURETOBEMUCHWORSETHANIFANOPENPOLICYOFFULLINFORMATIONANDGENEROSITYISADOPTEDSPEEDOFMEDIACOVERAGEITISVITALTOREALIZETHESPEEDOFMEDIACOVERAGEBECAUSEOFNEWTECHNOLOGICALDEVELOPMENTSNOTONLYCANSTORIESBERELAYEDBYMOBILEPHONESANDFAXEDFROMCARS,BUTTHEYCANALSOBESENTFROMHELICOPTERSANDBOUNCEDOFFSATELLITE
9、SPICTURESTOOCANBETAKENBYDIGITALCOMPUTERIZEDCAMERASANDSENTDOWNTELECOMMUNICATIONSLINESWHENGREENPEACESTAGEDITSHIGHPROFILESTANDAGAINSTTHESINKINGOFTHEBRENTSPAROILPLATFORM,ITNOTONLYPOSTEDINFORMATIONONTHEWEB,BUTWASREPORTEDTOHAVEAIRLIFTEDSOPHISTICATEDFILMINGEQUIPMENTANDASATELLITEDOWNSTATIONONTOTHERIG,SOTHAT
10、THEYCOULDPROVIDETHEIROWNVNRSDIRECTTONEWSOUTLETSNICHOLAS,1996ATHISMEANSTHATITISUNLIKELYTHATTHEREWILLBEATIMEDELAYBETWEENANINCIDENTORCRISISERUPTINGANDTHERESULTINGMEDIACOVERAGETHISEMPHASIZESTHENEEDTOREACTQUICKLYATATIMEOFCRISIS,ANDTOLETALLPARTIESKNOWIMMEDIATELYABOUTTHEACTIONYOUHAVETAKEN“COMMUNICATINGEFFE
11、CTIVELYWASNOWMOREOFTENSEENASOFTHESAMEIMPORTANCEASPUTTINGTHEPROBLEMSRIGHT”IPRJOURNAL,1995,P14FURTHERMORE,THEMEDIAAREINCOMPETITIONANDHUNGRYFORTHEMOSTNEWSWORTHYSTORIESGENERALLYBADNEWSISVERYNEWSWORTHYANDMORESENSATIONALASHCROFT,1994IFIMMEDIATEINFORMATIONISNOTAVAILABLE,THISLEAVESROOMFORSPECULATIVESTORIESS
12、PECIALISTTRAININGFORCRISISORGANIZATIONSWHICHHAVEHANDLEDCRISESWELLHAVEBEENWELLPREPAREDFORTHEM,ANDTHEIRPLANSHAVEBEENTRIEDANDTESTEDTHEREARENOWANUMBEROFCOMPANIESOFFERINGSPECIALISTTRAININGINHOWTOHANDLETHEMEDIAINACRISIS,WHICHCANINVOLVETRAININGTOSUITTHEINDIVIDUALORGANIZATION,INCLUDINGSIMULATIONSMICHAELBLAN
13、DOFMICHAELBLANDCOMMUNICATIONSHASNODOUBTABOUTTHEVALUEOFSIMULATIONEXERCISES“EVENCOMPANIESWITHVERYGOODCRISISPROCEDURESALWAYSFINDSOMETHINGISWRONGORSOMETHINGISMISSINGWHENTHEYDOASIMULATION”PURDOM,1995,P12PREPARATIONINVOLVESIDENTIFYINGWHICHCRISESARELIKELYTOHAPPENFORANORGANIZATION,THATISANTICIPATINGPOTENTIA
14、LCRISESTHISRELATESTOISSUESMANAGEMENTPREPARATION/TRAININGFORCRISISMANAGEMENTCRISISMANAGEMENTMANUALTHECRISISMANAGEMENTMANUALISOFTENVIEWEDASANIMPORTANTPARTINPREPARATIONITCANSETOUTWHOWILLHANDLEWHATANDTHEESTABLISHMENTOFACRISISHEADQUARTERSHOWEVER,TOWORKINPRACTICEITMUSTBEVERYUSERFRIENDLYANDASCONCISEASPOSSI
15、BLECRISISCHECKLISTPURDOM1995,P11SETSOUTACRISISCHECKLISTIDENTIFYWHICHMANAGERSWILLBEPARTOFTHECRISISHANDLINGTEAMESTABLISHWHOISTHESPOKESPERSONANDENSURETHEYARETRAINEDENSURETHATOUTOFHOURSCONTACTNUMBERSOFSENIORSTAFFAREAVAILABLETORELEVANTSTAFF,INCLUDINGEVENINGSECURITYCOVERESTABLISHACONTROLROOMAWAYFROMTHEDAY
16、TODAYRUNNINGOFTHEBUSINESSENSURECOMPUTEREQUIPMENT,TVANDRADIOAREAVAILABLEPRACTICEMAKESPERFECTSENIORMANAGEMENTSHOULDRUNTHROUGHASIMULATIONOFACRISISINCLUDINGDEALINGWITHTHEMEDIAUNDERPRESSUREDONTFORGETTOTRAINSUPPORTSTAFFOFTENITWILLBECUSTOMERSERVICE,SECRETARIALSTAFFORTELEPHONISTSWHOWILLBETHEFIRSTTORECEIVEAC
17、ALLCONSIDERARRANGEMENTSFORRECEIVINGLARGENUMBERSOFTELEPHONECALLSTELESALESCOMPANIESCANOFFERCONSULTANCYANDSUPPORTINTHISAREADONTKEEPCRISISPLANSCONFIDENTIALAMONGASELECTMANAGEMENTGROUPALLSTAFFSHOULDKNOWTHEPROCEDURESDURINGACRISIS,WHETHERITISAMATERIALDISASTERORAMEDIASIEGEPHONELINESTHEPOINTSINTHISCHECKLISTAR
18、EVALIDANDIMPORTANTFOREXAMPLE,DURINGTHEMEDIAHUBBUBOVERTHEFIREINTHECHANNELTUNNEL,HOWCOULDTHEINFORMATIONFLOWTOTHEMEDIABEMANAGEDEFFECTIVELYWITHONLY20PHONELINESTOHANDLEAROUND8,000CALLSBEENSTOCK,1996SPOKESPERSONSTHEPOINTABOUTESTABLISHINGSPOKESPERSONSANDENSURINGTHEYARETRAINEDISVITALEQUALLYIMPORTANTISENSURI
19、NGTHATTHEYAREARMEDWITHTHERIGHTINFORMATIONBEFORESPEAKING,ANDAREFAMILIARANDCOMFORTABLEWITHTHISINFORMATIONINHOUSETRAININGSHOULDALWAYSINVOLVEVIDEORECORDINGS,FORPEOPLETOBECOMEAWAREOFTHEIRBADHABITSANDBODYLANGUAGEWHICHCANCONVEYSOMETHINGCOMPLETELYDIFFERENTFROMWHATISBEINGSAIDCONVEYINGTHEMESSAGEINORDERTOENSUR
20、ETHATTHESPOKESPERSONISWELLPREPARED,SHE/HEMUSTKNOWWHATTOSAYANDHOWTOSAYITTHISMEANSKNOWINGTHESUBJECTWELL,ESPECIALLYTHEKEYAREASANDANYDIFFICULTTOPICS,AND,IFPOSSIBLE,REHEARSINGTHEWHOLEPROCEDUREBEFOREHANDTHEMESSAGESHOULDBESTATEDSTRAIGHTAWAY,KEEPINGITSIMPLEANDCLEARANDSPEAKINGINPLAINENGLISH,AVOIDINGJARGONANY
21、UNTRUTHSMUSTBEREFUTEDIMMEDIATELYIFTHEYARENOTREFUTED,THEPOWEROFTHEMEDIACANMAKETHEMAPPEARTOBETHETRUTHGLASSPOOLANDGEORGE,1994TRAININGSUPPORTSTAFFTHEPOINTMADEABOUTTRAININGSUPPORTSTAFF,ASTHOSEONTHEFRONTLINEARETHEMOSTLIKELYTOBETHEFIRSTTORECEIVEACALL,ISEXTREMELYIMPORTANTWOODCOCKCOMMENTSTHATMANYEXPERTSNOWBE
22、LIEVEEVERYBODYINANORGANIZATIONNEEDSANAWARENESSOFCRISISMANAGEMENTSHEBELIEVESTHATTRAININGNEEDNOTBEDIFFICULTITCANBEDONETHROUGHASIMPLECASCADEMANAGEMENTSYSTEM,SUPPORTEDBYMONTHLYTEAMBRIEFINGSEXPLAININGHOWTHECRISISMANAGEMENTSYSTEMWORKS,ANDBYCARDSLISTINGTHEMOSTIMPORTANTDOSANDDONTSANDKEYEMERGENCYNUMBERSPURDO
23、M,1995,P11HOWEVER,THISLEADSONTOTHEPOINTTHATITISNOTONLYTHEUNDERTAKINGOFANELABORATEISSUESAUDITTHATCANAVERTDISASTERHAVINGANEFFECTIVESETOFHOUSERULESINTOWHICHALLSTAFFAREINDUCTEDCANAVOIDAMINORCRISIS,WHICHCANBLOWUPINTOSOMETHINGMOREEXTENSIVEHOUSERULESWHENSETTINGUPAPUBLICRELATIONSSTRATEGY,ASETOFHOUSERULESNEE
24、DTOBEESTABLISHED,PREFERABLYINCORPORATEDINTOTHESTAFFHANDBOOKTHISCLEARSETOFRULESMUSTCLARIFYEXACTLYWHOCANANDCANNOTSPEAKTOTHEMEDIAATANYTIMENOTJUSTATTIMEOFCRISISTHISCANAVOIDACRISISOFTHETYPETHATHASHAPPENEDWHENSTAFFWHODONOTKNOWTHEFACTSOFTHEMATTERHAVESPOKENTOTHEMEDIATHISCANBESTAFFATANYLEVELNOTJUSTTELEPHONIS
25、TS,CLERICALSTAFF,CLEANERS,CARETAKERS,BUTSENIORMANAGERSINTHEORGANIZATIONEVENIFAMEMBEROFSTAFFKNOWSTHEFULLFACTSOFASITUATION,ITDOESNOTFOLLOWTHATSHE/HEHASTHERIGHTCOMMUNICATIONSKILLSTOCONVEYTHATINFORMATIONTOTHEMEDIAHAVINGESTABLISHEDTHISRULEITISTHENNECESSARYTOENSURETHATMEMBERSOFSTAFF,PARTICULARLYFRONTLINES
26、TAFF,KNOWWHATTOSAYIFTHEYAREAPPROACHEDBYTHEMEDIAPUBLICATIONOFAPHRASESUCHAS“NOCOMMENT”OR“IMNOTALLOWEDTOSAY”WOULDLEADTOSPECULATIONANDCANBEEXTREMELYDAMAGINGALLPERSONNELSHOULDRESPONDWITHAPHRASE,SUCHAS“ILLTRANSFERYOUTOTHEPRMANAGER,WHOWILLKNOWTHEDETAILS”THISISEXACERBATEDINACRISISSITUATIONMICHAELBLANDCOMMEN
27、TSTHATMANYPRPLANSHAVEANALICEINWONDERLANDBELIEFTHATTHEPRESSWILLONLYGOTOHEADOFFICEORTHATBYSOMEMIRACLEPEOPLEFROMHEADOFFICEWILLARRIVEATTHECRISISSITEINTIMEIFPEOPLEATTHESITEHAVENOTBEENTRAINEDANDSAY“WECANTCOMMENT”OR“THATDECISIONISDOWNTOOURLONDONOFFICE”,MEDIARELATIONSSTARTTOFALLAPARTFROMTHEBEGINNINGPURDOM,1
28、995,P12译文危机管理公共关系轻率的言论很容易毁坏一个企业的名誉；比如说拉特纳在领导层会议时开的关于企业效益暴跌的无心玩笑。在危机时期，轻率的言论起到恶化作用。欧洲隧道主席把火灾形容为不愉快的事件，而后来取证时因为管理不善而导致的火灾，他后改口说，这是起很严重的事件。这就给人留下了他们对公众安全不负责的印象。希尔和诺尔顿的危机管理的主任大卫BROTZEN，评论说，他们表现出色，保持事件货物运输的安全问题，而不是让事务变得复杂。但是如果换做我他们的公共关系管理者，我会主动邀请媒体，告诉他们发生了什么，为什么会这样。我和会意识到火灾的严重性并展开火灾发生原因，并公开调查，对于调查结果保持诚实和
29、公开的态度。我还会关注旅行者的安全第一的问题。BEENSTOCK,1996基本规则从上述的例子中明显出现了几个基本的规则。首先，说真话的重要性。二，相比让留给媒体空间去猜测，还不如借此时机，通过网络进行信息的传播。“如果你不能告诉他们什么东西，告诉他们你为什么不能告诉他们”（公关杂志，1995年）。适当的道歉也许另一个必须提到的基本规则就是迅速的道歉。银行机构的前任主席和经理，杰里米莫尔斯先生认为尽早的道歉是值得的。即使企业是在并没有犯错而被指责的情况下，他评论说尽管如此，有两个重要的原因来证明以上观点的正确性。第一，对外来说，公众更容易接受企业自觉的道歉而不是逼迫之下的道歉。第二，对内而言，
30、尽早的道歉能让领导人为解决危机而展开调查工作，反之，他们则不方便调查HAYWOOD,1994,P177。然而，布莱克（1993）指出，如果律师在场，可能会有压力，在不表示同情的情况下采取的，这是意味着责任律师必须被告知，在不沟通，并在实践中显示出的同情公司后果肯定会大不如前，如果有着充分信息的开放政策被采用的话。媒体的覆盖速度由于科技的发展，意识到媒体覆盖的速度很关键。故事不仅能通过手机电话传真传播，还能通过直升机和卫星。图片也一样，能被电子数码相机拍下并传送。当绿色和平组织站在反对布伦特斯帕石油平台沉没文件的立场时，但据报道它不仅在网络上发布信息，空运先进摄影器材，并且在随后的卫星站的钻井平
31、台，使他们能直接提供新闻媒体（尼古拉斯，1996）录像，进行新闻节目发布。这就意味着说，媒体对危机等时间的报道是不可以有滞后性的。这强调了危机发生时需要迅速的做出反应，告知各相关人你采取的行动。“有效的沟通和正确的解决问题同等重要”IPRJOURNAL,1995,P14。另外，媒体对有报道价值的新闻十分感兴趣。一般而言，负面的新闻更有报道价值，更危言耸听ASHCROFT,1994。假如没有真实消息来源，这就给投机猜测提供了机会。特殊危机培训凡是成功处理危机管理的企业都很好的做足了准备，他们的危机处理计划被多次的尝试与检验。现在又许多组织提供处理危机的特殊培训，这个涉及了适合个体组织的培训，比如
32、模拟。迈克尔迈克尔布兰德通信布兰德没有对模拟演习的价值产生疑问。“即使有很好的危机程序的公司总能找到的东西是错误的或丢失的东西时，做一个模拟”（PURDOM，1995年，第12页）。准备工作包括确定哪些危机是可能发生的一个组织，这是预期的潜在危机。这涉及管理的问题。准备/危机管理训练危机管理守则这个危机管理守则被看做准备中的一个重要部分。它写明了个人的处理职权范围并且建立了危机机构。然而在实际应用过程中，危机管理守则的规定必须人性化而且简明扼要。危机清单PURDOM1995,P11列了一个危机清单确认危机管理团队的领导。挑选发言人并保证他受了足够的培训。确保在工作时间之外，员工可以找到他们的中
33、层领导，包括傍晚安全演习确保有个危机管理的专属房间，并且电脑电视录音机等设备齐全熟能生巧。中层领导需参加危机模拟演习，包括怎样在压力下与媒体交涉记得培训配角员工。通常指客户服务，秘书，接话员等第一时间接听电话的员工为接听大量电话而做足准备。电话销售公司在此方面能提供支持与帮助不能在领导团体中保密危机处理计划。所有员工必须对其了解，无论是在物质灾难或媒体围攻时。热线电话这点在清单中比较有效，重要。比如，过渡期间，在海峡隧道火灾媒体鼓噪下，信息怎样有效得通过20条热线传播，同时又有8000个电话打进来。发言人确立一个发言人并且训练他是非常重要的。同样重要的是确保它们与前发言武装的信息正确性，并熟悉
34、和舒适的这一信息。在内部培训应始终包括录像，人们开始意识到他们的坏习惯和身体语言它可以传达一些完全不同的所说的话。信息传播为了确保发言人准备得非常充分，她/他务必知道该说什么意见该怎样说。这意味着很好得知道这个问题，特别是重点领域和任何困难的课题，并且可能的话，整个程序排练事先。该消息立刻应当指出，保持它简单明了，讲简单的英语，避免行话。任何不实之词，必须立即反驳。如果他们不反驳，媒体的力量可以使他们变成真理（GLASSPOOL和乔治，1994年）。培训配角员工对于一线员工的培训尤其重要。伍德科克的意见认为，许多专家现在相信，在一个组织中每个人都需要一种危机管理的意识。她认为，培训的需求应该没有问题。它可以通过一个简单的级联管理制度，按每月团队解释如何危机管理系统和新上市的卡片最重要该做什么和不该做什么和关键紧急电话号码（PURDOM，1995年，第11页）介绍支持。然而，从这点可以看出，单靠个人是不能预防灾难发生的有个对所有员工进行约束的房间规则，能起到更有效的作用。
