- Email: [email protected]
PR in Crisis Situations. A Case Study
Available online at www.sciencedirect.com
ScienceDirect Procedia - Social and Behavioral Sciences 149 (2014) 714 – 718
LUMEN 2014
PR in Crisis Situations. A Case Study Amalia Petrovicia,* a
“Vasile Alecsandri” University of Bacău, 157 Mărăşeşti Street, Bacău, 600115, Romania
Abstract Public relations prove to be an original and efficient tool in meeting the current challenges of society, irrespective of the activity to which they are related: they can support the solving of problems and crisis situations, promoting an institution or organization, its products or services, by building higher visibility in the public space. In crisis situations, public relations are absolutely compulsory. The damages caused to the organization may be extremely serious unless a correct management of communication is taken into consideration which, in such a situation, is more than necessary. Based on these considerations, the purpose of our research is two-fold: to present the concept of public relations and its essential role in crisis situations, respectively to analyze and evaluate, in terms of public relations, the tragic event from the Giuleşti Maternity, which resulted in the death of six babies. The case study aims at analyzing how the crisis situation was managed, the actions undertaken in this respect, their impact and consequences, based on the information/documents published on the Internet. We believe that public relations may support organizations in predicting and reacting appropriately in a crisis situation, if applied accordingly. In this context, it goes without saying that a good communication during a crisis can only be advantageous, being able to improve and even stop the public’s negative reactions. © © 2014 2014 The The Authors. Authors. Published Published by by Elsevier Elsevier Ltd. Ltd. This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/3.0/). Selection and peer-review under responsibility of the Organizing Committee of LUMEN 2014. Selection and peer-review under responsibility of the Organizing Committee of LUMEN 2014. Keywords: public relations; crisis situations; communication; strategy; impact;
1. Introduction Modern society cannot function without the contribution of public relations. Among the communication strategies and programmes which it develops, these facilitate the creation of trust-based connections between the diverse organizations and numerous categories of audiences, building interactive relationships between the various
* Corresponding author. Tel.: +0-072-161-8764; E-mail address: [email protected]
1877-0428 © 2014 The Authors. Published by Elsevier Ltd. This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/3.0/). Selection and peer-review under responsibility of the Organizing Committee of LUMEN 2014. doi:10.1016/j.sbspro.2014.08.269
Amalia Petrovici / Procedia - Social and Behavioral Sciences 149 (2014) 714 – 718
levels of society. Public relations may be defined like a set of means used by organizations or institutions to create a climate of confidence and sympathy among its own staff, as well as among the public (Şerb, 1997, p. 7). The literature mentions the fact that public relations represent a distinct management function, which supports the building and maintaining of communication, cooperation between the organization and its public, implies the management of problems or conflicts, defines and accentuates the responsibility of the management to serve public interest (Ries & Ries, 2005, p. 319). Thus, the managerial function supports the building of beneficial relations between the organization and its audience, between the organization and the environment, by means of a two-way communication. The main activities characteristic of public relations aim at studying the public opinion, the attitude and aspects which could influence, for better or for worse, the actions and plans of the organization, the constant evaluation of the action and communication programs, so that the public may be informed and able to understand them (Cutlip, Center, Broom, 2010, p. 7). For this, the process of public relations should mean professionalism and responsibility in adopting the policies and directions of action, so that the interest of the organization may coincide with that of the public. Public relations should be regarded like an efficient tool in managing crises. Something apparently insignificant, for example an article from a specialized journal, or a not so pleasing rumour, an unfounded complaint about the company’s functioning and many others may give rise to real crisis situations (Petrovici, 2011, p. 5). In terms of image, the prejudices for the organization may be extremely serious if the crisis situation is not managed correctly, so as to curb its negative effects. Crisis management becomes, in this case, a strategic imperative, because it is only a matter of time until any company may be affected by an organizational crisis, or a crisis generated by a product, which could threaten its performances or even its future (Cutlip, Center, Broom, 2010, p. 353). In this context, it goes without saying that good communication during a crisis can only be beneficial, able to improve and even stop the negative reactions of the public. Thus, the communication process becomes a benchmark, which designates either the action to communicate, or the result of this action (Coman, 2001, p. 33). The main purpose should be building a strategy related to the demands of communication from the perspective of each audience, because the approach which is based on the public encourages the organization to analyse its communication mechanism properly (Oliver, 2009, pp. 41-42). 2. PR in Crisis Situations In today’s society, organizations are beginning to be faced with different crisis situations, confirming the fact that no organization is immune to crises, irrespective of its power and prestige. The term of crisis may be defined, first of all, through the state of abnormality which it induces at the individual level, as well as in the life of an organization or institution. The different significations given to this term and presented by the literature describe it like a set of internal and external problems which threaten the integrity, reputation or existence of an individual or organization (McLonglin, 1996, p. 10); an unpleasant situation which seriously affects the operations of an organization (Wragg, 1992, p. 265); a number of factors which physically affect the functioning of the entire organizational system and threaten its identity and reason for existing (Pauchant, Mitroff, 1992, pp. 12-13); a process with a serious impact which threatens the viability of the organization (Cutlip, Center, Broom, 2010, p. 353); an unplanned and undesirable process which may endanger substantially and on the long term the existence of the entire organization (Regester, Larkin, 2003, p. 185); an event which takes place under the pressure of time and in which quick answers are vital (Chiciudean, Ţoneş, 2002, p. 127). Crisis is assimilated to those phenomena which dissuade the individual, as well as the organization, and is primarily determined by the duration of the inability to make a decision, an interval during which the functioning of the organization is disturbed, sometimes compromised (D'Humières, 1993, p. 272). Most of the times, organizations ignore the warning signals they receive, neglecting the fact that this might compromise or destroy the reputation they enjoy at a given moment. When the outbreak of a crisis overtakes an organization, criticism is usually directed towards the public relations practitioners. Anticipating crises is a confirmed role of public relations and any failure in managing crises situations is usually attributed to practitioners. The correct management of a crisis situation implies acknowledgement of the fact that there is a crisis, and the subsequent adoption of appropriate measures to remedy the situation. Identifying the risk factors, elaborating a communication plan, as well as other efficient strategies represent only some of the measures which may be adopted
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Amalia Petrovici / Procedia - Social and Behavioral Sciences 149 (2014) 714 – 718
with a view to the best management of a crisis situation (Petrovici, 2011, p. 8). Crises management represents a set of factors designed particularly to prevent crises and reduce the damage to the organization and the audiences involved (Coman, 2001, p. 126). This implies specific activities for managing the crisis, materialized into strategic efforts, that is, the simulation of crisis situations and the organization of trainings for solving them; technical and structural efforts which consist in preparing the necessary documentation, creating a crisis cell, conducting surveys etc.; efforts to identify, evaluate and diagnose vulnerabilities, their impact and consequences; efforts to communicate by disseminating information to different organizations and categories of audiences involved; psychological and cultural efforts through stress management (Coman, 2009, pp. 154-155). Such strategies imply, most of the times, dramatic efforts to change the philosophy of an organization, in some cases, even to build a new corporate philosophy, which is not always easy to achieve (Petrovici, 2011, p. 36). The specialists in the field believe that public relations have the potential to fulfil a counselling function in the decision-making process. This potential, in turn, leads to obtaining a certain control upon the behaviour in crisis moments and, as a sensor, public relations may be efficient in preventing many potential crisis situations. If observation of the external and internal environment indicates the fact that a policy or practice is detrimental to the interests of the organization, the management may be encouraged to make adjustments (Cutlip, Center, Broom, 2010, pp. 208-209). 3. Materials and methods The case study aims at analysing the way in which the crisis situation has been managed, the activities undertaken in this respect, the impact and consequences, having as a data source the existing information, made public on the Internet and reflected by the specialized press. Thus, on the 16 th of August 2010, the Giuleşti Maternity from Bucharest was rocked by a powerful explosion, followed by a devastating fire (www.hotnews.ro). Following the tragic accident from the Neonatal intensive care unit, four babies died, while other seven were hospitalized with severe injuries at “Grigore Alexandrescu” Hospital from Bucharest (www.romanialibera.ro). The gravity of the events caused panic and confusion among the public, as the declarations of the doctors were increasingly reserved, and parents had no sufficient information regarding the identity of the injured children (www.gandul.info). The first research of the investigation revealed the fact that the fire would not have occurred if the Neonatal intensive care unit had been watched by the staff with this responsibility, if the section had been equipped with a fire detector, if the equipments and installations had been verified accordingly, if the possible irregularities had been found on time, if the medical staff had been trained to deal with such situations, and the list of examples could go on forever (www.realitatea.net). Although the Neonatal intensive care unit was the most modern hospital ward, it had no fire sensors, which could have signalled the danger in time (www.adevarul.ro). In a crisis situation, the image of the organization may be seriously affected, and the trust of the public is diminished considerably, according to the size and duration of the crisis. The explosion from Giuleşti Maternity has immediately attracted the attention of the media, the accident being categorized as one of the worst tragedies in the history of the Romanian medical system (www.9am.ro). Regarding the things which caused this tragedy, the Ministry of Health declared that the inquiry is in progress and advised the journalists to wait for the conclusions of the investigations and not give incomplete information (www.evz.ro), mentioning the fact that by the end of the investigation and the complete sanitization of the medical unit, the maternity will remain closed (www.zf.ro). The tragic event has attracted the attention of international media, which mentions the fact that Romania is one of the poorest countries in the European Union, and its medical services are regarded as one of the most precarious from the community block, whereas safety and hygiene standards have remained almost unchanged since the communist period (www.mediafax.ro). Specialists say that the tragedy from Giuleşti Maternity could repeat itself at any moment, in other hospitals around the country as well, as these are using all sorts of improvisations in the attempt to operate, and sanitary installations are obsolete beyond the normal functioning interval (www.realitatea.net).
Amalia Petrovici / Procedia - Social and Behavioral Sciences 149 (2014) 714 – 718
4. Results and discussion The crisis represents a turning point in a gear of events which give rise to a situation where the need for action is keenly felt by all participants, the urgency feeling increases, a fact which triggers stress and anxiety, as well as considerably diminishes the control over the impact and effects, and the available information is usually inadequate, a fact which amplifies the pressure of time upon the participants and threatens the organization credibility (Robinson, 1968, pp. 510-514). We believe that the tragic event from Giuleşti Maternity represents a mirror image, as it reflects all the aspects previously mentioned. The relevance of the case study in the domain of public relations resides in the fact that it highlights both the positive and negative examples regarding the management of a crisis situation. In this case, the adoption of prompt measures, respectively the evacuation of the pregnant women and the newly-born from the hospital premises, the activation of the doctors and the equipping of “Grigore Alexandrescu” Hospital with additional materials in order to be able to handle the multiple interventions, are positive examples for managing the crisis situation. Most experts agree that any crisis, in its development, implies a preliminary stage, during which certain warning signals occur, a proper stage, during which the organization should handle the situation and a post-crisis stage, during which the organization analyses the impact of the crisis upon the public and the measures that need to be taken (Coombs, 2011, pp. 11-12). Specialized studies also mention the fact that such a crisis situation occurs at the moment in which three aspects are materialized, namely: one circumstance factor, or a triggering event, which forces the organization to handle certain realities, which it had until that point avoided; a contingent factor, characterized by the improper management of the situation generated by that event; a structural factor, which derives from the absence of certain structures for crisis prevention or management (Mayer, 1997, p. 68). In the case of the explosion from Giuleşti Maternity, the improvisations applied to the electrical installations and violation of safety rules could have represented an alarm signal regarding the danger of a fire. Failure duties of the medical staff personnel who should have constantly monitor the condition of the newly-born babies from the Neonatal intensive care unit, the contradictory declarations of those responsible with identifying possible irregularities, poor communication with the affected public are negative examples for managing a crisis situation. The lack of prompt action for managing the crisis, of a concrete action plan highlights a poor management which may enable very easily, according to the principle of the snow ball, the transition from an unhappy/tragic event to tragedy (Petrovici, 2011, p. 27). 5. Conclusions A crisis cannot go unnoticed, because this marks an event which places the organization in the centre of attention, generating adverse reactions and opinions from the different categories of audiences, such as clients, shareholders, employees and their families, politicians, unions or groups of pressure who, for one reason or another, have a legitimate interest in the organization’s activities (Regester, Larkin, 2003, p. 142). The crisis situation occurs like a failure which disturbs the usual operation of an organization and affects its image. Its appropriate management implies the adoption of proper measures to prevent or reduce the damage caused by the crisis (crisis management), a group of professionals (crisis cell), as well as an appropriate communication policy (crisis communication) (Petrovici, 2011, p. 9). At the same time, the collaboration of the organization with the affected public, constantly providing them with information, the adoption of a transparent attitude may represent proofs of a responsible attitude and diminish considerably the negative effects of the crisis situation. In this case, public relations become a point of reference. In such situations, public relations are absolutely compulsory, because crises may be best managed when preventive measures are taken (Ditges, Höbel, Hofmann, 2008, p. 9). The anticipation and prevention of crises implies the monitorization of the internal and external environment, with a view to discovering potential risks, which may subsequently turn into critical situations or crises. In this respect, the organization may seize flaws early and thus take the measures necessary to remedy the problems and avoid risk situations. This fact raises a new concept, respectively preventive public relations which, in a crisis situation, gain major relevance, given the fact that “it is easier to prevent than cure”. In our opinion, preventive PR implies the early identification of warning signals, the evaluation of vulnerable points with increased risk and developing an action plan which may prevent the possible unpleasant situations that may occur. From this
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perspective, preventive public relations may represent a huge opportunity for the organization to (re)analyse and (re)organize itself carefully, in order to be able to deal with all types of challenges. References Chiciudean, I., Ţoneş, V. (2002). Gestionarea crizelor de imagine. Bucureşti: comunicare.ro Coman, C. (2001). Relaţiile publice: principii şi strategii. Iaşi: Polirom. Coman, C. (2009). Comunicarea de criză: tehnici şi strategii. Iaşi: Polirom. Coombs, T. W. (2011). Ongoing Crisis Communication: Planning, Managing, and Responding. London: Sage Publications, Inc. Cutlip, S. M., Center, A. H., Broom, G. M. (2010). Relaţii publice eficiente. Bucureşti: comunicare.ro. D'Humières, P. (1993). Management de la communication d’entreprise. Paris: Ed. Eyrolles. Ditges, F., Höbel, P., Hofmann, Th. (2008). Krisenkommunikation. Konstanz, Germany: UVK Verlagsgesellschaft mbH. McLonglin, B. (1996). Risk and Crisis Communication. Ottawa, Canada: McLonglin Multimedia Publishing Ltd. Oliver, S. (2009). Strategii de relaţii publice. Iaşi: Polirom. Mayer, P. (1997). Comprendre les organisations en crise. Cahiers Internationaux de Sociologie, Vol. 102, pp. 59-83. Pauchant, T. C., Mitroff, I. (1992). Transforming the Crisis-Prone Organizations: Preventing Individual, Organizational and Environmental Tragedies. San Francisco, CA: Jossey-Baas. Petrovici, A. (2011). Gestiunea crizei. Bacău: Alma Mater. Regester, M., Larkin, J. (2003). Managementul crizelor şi al situaţiilor de risc. Bucureşti: comunicare.ro Ries, Al. & Ries, L. (2005). Căderea advertisingului şi ascensiunea PR-ului. Bucureşti: Brandbuilders. Robinson, J. A. (1968). “Crisis”. In David L. Sills (Ed.), The International Encyclopedia of the Social Sciences, Vol. 3-4, New York, Macmillan and The Free Press. Wragg, D. W. (1992). The Public Relations Handbook, Oxford, UK: Blackwell Publishers. ***Cauzele exploziei de la Maternitatea Giuleşti, August 2010, [Online] at http://www.realitatea.net/cauzele-exploziei-de-la-maternitateagiulesti_731387.html, accessed January 27, 2014. ***Cea mai modernă secţie nu avea detector de incendiu, August 2010, [Online] at http://adevarul.ro/news/bucuresti/explozia-maternitateagiulesti-cea-mai-moderna-sectie-nu-detector-incendiu-1_50bde9247c42d5a663cfca17/index.html, accessed January 27, 2014. ***Explozia de la Maternitatea Giuleşti, provocată de un scurtcircuit la o improvizaţie pentru instalaţia de aer condiţionat, August 2010, [Online] at http://www.hotnews.ro/stiri-esential-7698535-surse-explozia-maternitatea-giulesti-provocata-scurtcircuit-improvizatie-pentruinstalatia-aer-conditionat.htm, accessed January 27, 2014. ***Explozie la Maternitatea Giuleşti – 4 bebeluşi morţi şi alţi şapte în stare gravă. Părinţii nu ştiu care dintre răniţi este copilul lor, August 2010, [Online] at http://www.gandul.info/stiri/explozie-la-maternitatea-giulesti-patru-bebelusi-morti-si-alti-sapte-in-stare-grava-parintii-nustiu-care-dintre-raniti-este-copilul-lor-vezi-aici-filmul-tragediei-6912930, accessed January 27, 2014. ***Explozia de la maternitate, cel mai grav accident din ultimele decenii, August 2010, [Online] at http://www.9am.ro/stiri-revistapresei/Social/156595/Explozia-de-la-maternitate-cel-mai-grav-accident-din-ultimele-decenii.html, accessed January 28, 2014. ***Incendiu la Maternitatea Giuleşti: 4 bebeluşi au murit, 7 sunt răniţi grav, August 2010, [Online] at http://www.romanialibera.ro/actualitate/eveniment/incendiu-la-maternitatea-giulesti-4-bebelusi-au-murit-7-sunt-raniti-grav-196648.html, accessed January 28, 2014. ***Maternitatea Giuleşti, închisă. Acuzaţii de ucidere din culpă, August 2010, [Online] at http://www.evz.ro/detalii/stiri/cauzele-exploziei-de-lamaternitatea-giulesti-903349.html, accessed January 29, 2014. ***Maternitatea Giuleşti va rămâne închisă până la finalizarea anchetei, August 2010, [Online] http://www.zf.ro/eveniment/updatematernitatea-giulesti-va-ramane-inchisa-pana-la-finalizarea-anchetei-6919988, accessed January 29, 2014. ***Presa străină scrie despre serviciile medicale precare din România, după incendiul de la maternitate, August 2010, [Online] at http://www.mediafax.ro/externe/presa-straina-scrie-despre-serviciile-medicale-precare-din-romania-dupa-incendiul-de-la-maternitate6920049, accessed January 29, 2014. ***Specialiştii spun că tragedia de la Maternitatea Giuleşti s-ar putea repeta, August 2010, [Online] at http://www.realitatea.net/specialistiispun-ca-tragedia-de-la-maternitatea-giulesti-s-ar-putea-repeta_731553.html, accessed January 31, 2014.
ScienceDirect Procedia - Social and Behavioral Sciences 149 (2014) 714 – 718
LUMEN 2014
PR in Crisis Situations. A Case Study Amalia Petrovicia,* a
“Vasile Alecsandri” University of Bacău, 157 Mărăşeşti Street, Bacău, 600115, Romania
Abstract Public relations prove to be an original and efficient tool in meeting the current challenges of society, irrespective of the activity to which they are related: they can support the solving of problems and crisis situations, promoting an institution or organization, its products or services, by building higher visibility in the public space. In crisis situations, public relations are absolutely compulsory. The damages caused to the organization may be extremely serious unless a correct management of communication is taken into consideration which, in such a situation, is more than necessary. Based on these considerations, the purpose of our research is two-fold: to present the concept of public relations and its essential role in crisis situations, respectively to analyze and evaluate, in terms of public relations, the tragic event from the Giuleşti Maternity, which resulted in the death of six babies. The case study aims at analyzing how the crisis situation was managed, the actions undertaken in this respect, their impact and consequences, based on the information/documents published on the Internet. We believe that public relations may support organizations in predicting and reacting appropriately in a crisis situation, if applied accordingly. In this context, it goes without saying that a good communication during a crisis can only be advantageous, being able to improve and even stop the public’s negative reactions. © © 2014 2014 The The Authors. Authors. Published Published by by Elsevier Elsevier Ltd. Ltd. This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/3.0/). Selection and peer-review under responsibility of the Organizing Committee of LUMEN 2014. Selection and peer-review under responsibility of the Organizing Committee of LUMEN 2014. Keywords: public relations; crisis situations; communication; strategy; impact;
1. Introduction Modern society cannot function without the contribution of public relations. Among the communication strategies and programmes which it develops, these facilitate the creation of trust-based connections between the diverse organizations and numerous categories of audiences, building interactive relationships between the various
* Corresponding author. Tel.: +0-072-161-8764; E-mail address: [email protected]
1877-0428 © 2014 The Authors. Published by Elsevier Ltd. This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/3.0/). Selection and peer-review under responsibility of the Organizing Committee of LUMEN 2014. doi:10.1016/j.sbspro.2014.08.269
Amalia Petrovici / Procedia - Social and Behavioral Sciences 149 (2014) 714 – 718
levels of society. Public relations may be defined like a set of means used by organizations or institutions to create a climate of confidence and sympathy among its own staff, as well as among the public (Şerb, 1997, p. 7). The literature mentions the fact that public relations represent a distinct management function, which supports the building and maintaining of communication, cooperation between the organization and its public, implies the management of problems or conflicts, defines and accentuates the responsibility of the management to serve public interest (Ries & Ries, 2005, p. 319). Thus, the managerial function supports the building of beneficial relations between the organization and its audience, between the organization and the environment, by means of a two-way communication. The main activities characteristic of public relations aim at studying the public opinion, the attitude and aspects which could influence, for better or for worse, the actions and plans of the organization, the constant evaluation of the action and communication programs, so that the public may be informed and able to understand them (Cutlip, Center, Broom, 2010, p. 7). For this, the process of public relations should mean professionalism and responsibility in adopting the policies and directions of action, so that the interest of the organization may coincide with that of the public. Public relations should be regarded like an efficient tool in managing crises. Something apparently insignificant, for example an article from a specialized journal, or a not so pleasing rumour, an unfounded complaint about the company’s functioning and many others may give rise to real crisis situations (Petrovici, 2011, p. 5). In terms of image, the prejudices for the organization may be extremely serious if the crisis situation is not managed correctly, so as to curb its negative effects. Crisis management becomes, in this case, a strategic imperative, because it is only a matter of time until any company may be affected by an organizational crisis, or a crisis generated by a product, which could threaten its performances or even its future (Cutlip, Center, Broom, 2010, p. 353). In this context, it goes without saying that good communication during a crisis can only be beneficial, able to improve and even stop the negative reactions of the public. Thus, the communication process becomes a benchmark, which designates either the action to communicate, or the result of this action (Coman, 2001, p. 33). The main purpose should be building a strategy related to the demands of communication from the perspective of each audience, because the approach which is based on the public encourages the organization to analyse its communication mechanism properly (Oliver, 2009, pp. 41-42). 2. PR in Crisis Situations In today’s society, organizations are beginning to be faced with different crisis situations, confirming the fact that no organization is immune to crises, irrespective of its power and prestige. The term of crisis may be defined, first of all, through the state of abnormality which it induces at the individual level, as well as in the life of an organization or institution. The different significations given to this term and presented by the literature describe it like a set of internal and external problems which threaten the integrity, reputation or existence of an individual or organization (McLonglin, 1996, p. 10); an unpleasant situation which seriously affects the operations of an organization (Wragg, 1992, p. 265); a number of factors which physically affect the functioning of the entire organizational system and threaten its identity and reason for existing (Pauchant, Mitroff, 1992, pp. 12-13); a process with a serious impact which threatens the viability of the organization (Cutlip, Center, Broom, 2010, p. 353); an unplanned and undesirable process which may endanger substantially and on the long term the existence of the entire organization (Regester, Larkin, 2003, p. 185); an event which takes place under the pressure of time and in which quick answers are vital (Chiciudean, Ţoneş, 2002, p. 127). Crisis is assimilated to those phenomena which dissuade the individual, as well as the organization, and is primarily determined by the duration of the inability to make a decision, an interval during which the functioning of the organization is disturbed, sometimes compromised (D'Humières, 1993, p. 272). Most of the times, organizations ignore the warning signals they receive, neglecting the fact that this might compromise or destroy the reputation they enjoy at a given moment. When the outbreak of a crisis overtakes an organization, criticism is usually directed towards the public relations practitioners. Anticipating crises is a confirmed role of public relations and any failure in managing crises situations is usually attributed to practitioners. The correct management of a crisis situation implies acknowledgement of the fact that there is a crisis, and the subsequent adoption of appropriate measures to remedy the situation. Identifying the risk factors, elaborating a communication plan, as well as other efficient strategies represent only some of the measures which may be adopted
715
716
Amalia Petrovici / Procedia - Social and Behavioral Sciences 149 (2014) 714 – 718
with a view to the best management of a crisis situation (Petrovici, 2011, p. 8). Crises management represents a set of factors designed particularly to prevent crises and reduce the damage to the organization and the audiences involved (Coman, 2001, p. 126). This implies specific activities for managing the crisis, materialized into strategic efforts, that is, the simulation of crisis situations and the organization of trainings for solving them; technical and structural efforts which consist in preparing the necessary documentation, creating a crisis cell, conducting surveys etc.; efforts to identify, evaluate and diagnose vulnerabilities, their impact and consequences; efforts to communicate by disseminating information to different organizations and categories of audiences involved; psychological and cultural efforts through stress management (Coman, 2009, pp. 154-155). Such strategies imply, most of the times, dramatic efforts to change the philosophy of an organization, in some cases, even to build a new corporate philosophy, which is not always easy to achieve (Petrovici, 2011, p. 36). The specialists in the field believe that public relations have the potential to fulfil a counselling function in the decision-making process. This potential, in turn, leads to obtaining a certain control upon the behaviour in crisis moments and, as a sensor, public relations may be efficient in preventing many potential crisis situations. If observation of the external and internal environment indicates the fact that a policy or practice is detrimental to the interests of the organization, the management may be encouraged to make adjustments (Cutlip, Center, Broom, 2010, pp. 208-209). 3. Materials and methods The case study aims at analysing the way in which the crisis situation has been managed, the activities undertaken in this respect, the impact and consequences, having as a data source the existing information, made public on the Internet and reflected by the specialized press. Thus, on the 16 th of August 2010, the Giuleşti Maternity from Bucharest was rocked by a powerful explosion, followed by a devastating fire (www.hotnews.ro). Following the tragic accident from the Neonatal intensive care unit, four babies died, while other seven were hospitalized with severe injuries at “Grigore Alexandrescu” Hospital from Bucharest (www.romanialibera.ro). The gravity of the events caused panic and confusion among the public, as the declarations of the doctors were increasingly reserved, and parents had no sufficient information regarding the identity of the injured children (www.gandul.info). The first research of the investigation revealed the fact that the fire would not have occurred if the Neonatal intensive care unit had been watched by the staff with this responsibility, if the section had been equipped with a fire detector, if the equipments and installations had been verified accordingly, if the possible irregularities had been found on time, if the medical staff had been trained to deal with such situations, and the list of examples could go on forever (www.realitatea.net). Although the Neonatal intensive care unit was the most modern hospital ward, it had no fire sensors, which could have signalled the danger in time (www.adevarul.ro). In a crisis situation, the image of the organization may be seriously affected, and the trust of the public is diminished considerably, according to the size and duration of the crisis. The explosion from Giuleşti Maternity has immediately attracted the attention of the media, the accident being categorized as one of the worst tragedies in the history of the Romanian medical system (www.9am.ro). Regarding the things which caused this tragedy, the Ministry of Health declared that the inquiry is in progress and advised the journalists to wait for the conclusions of the investigations and not give incomplete information (www.evz.ro), mentioning the fact that by the end of the investigation and the complete sanitization of the medical unit, the maternity will remain closed (www.zf.ro). The tragic event has attracted the attention of international media, which mentions the fact that Romania is one of the poorest countries in the European Union, and its medical services are regarded as one of the most precarious from the community block, whereas safety and hygiene standards have remained almost unchanged since the communist period (www.mediafax.ro). Specialists say that the tragedy from Giuleşti Maternity could repeat itself at any moment, in other hospitals around the country as well, as these are using all sorts of improvisations in the attempt to operate, and sanitary installations are obsolete beyond the normal functioning interval (www.realitatea.net).
Amalia Petrovici / Procedia - Social and Behavioral Sciences 149 (2014) 714 – 718
4. Results and discussion The crisis represents a turning point in a gear of events which give rise to a situation where the need for action is keenly felt by all participants, the urgency feeling increases, a fact which triggers stress and anxiety, as well as considerably diminishes the control over the impact and effects, and the available information is usually inadequate, a fact which amplifies the pressure of time upon the participants and threatens the organization credibility (Robinson, 1968, pp. 510-514). We believe that the tragic event from Giuleşti Maternity represents a mirror image, as it reflects all the aspects previously mentioned. The relevance of the case study in the domain of public relations resides in the fact that it highlights both the positive and negative examples regarding the management of a crisis situation. In this case, the adoption of prompt measures, respectively the evacuation of the pregnant women and the newly-born from the hospital premises, the activation of the doctors and the equipping of “Grigore Alexandrescu” Hospital with additional materials in order to be able to handle the multiple interventions, are positive examples for managing the crisis situation. Most experts agree that any crisis, in its development, implies a preliminary stage, during which certain warning signals occur, a proper stage, during which the organization should handle the situation and a post-crisis stage, during which the organization analyses the impact of the crisis upon the public and the measures that need to be taken (Coombs, 2011, pp. 11-12). Specialized studies also mention the fact that such a crisis situation occurs at the moment in which three aspects are materialized, namely: one circumstance factor, or a triggering event, which forces the organization to handle certain realities, which it had until that point avoided; a contingent factor, characterized by the improper management of the situation generated by that event; a structural factor, which derives from the absence of certain structures for crisis prevention or management (Mayer, 1997, p. 68). In the case of the explosion from Giuleşti Maternity, the improvisations applied to the electrical installations and violation of safety rules could have represented an alarm signal regarding the danger of a fire. Failure duties of the medical staff personnel who should have constantly monitor the condition of the newly-born babies from the Neonatal intensive care unit, the contradictory declarations of those responsible with identifying possible irregularities, poor communication with the affected public are negative examples for managing a crisis situation. The lack of prompt action for managing the crisis, of a concrete action plan highlights a poor management which may enable very easily, according to the principle of the snow ball, the transition from an unhappy/tragic event to tragedy (Petrovici, 2011, p. 27). 5. Conclusions A crisis cannot go unnoticed, because this marks an event which places the organization in the centre of attention, generating adverse reactions and opinions from the different categories of audiences, such as clients, shareholders, employees and their families, politicians, unions or groups of pressure who, for one reason or another, have a legitimate interest in the organization’s activities (Regester, Larkin, 2003, p. 142). The crisis situation occurs like a failure which disturbs the usual operation of an organization and affects its image. Its appropriate management implies the adoption of proper measures to prevent or reduce the damage caused by the crisis (crisis management), a group of professionals (crisis cell), as well as an appropriate communication policy (crisis communication) (Petrovici, 2011, p. 9). At the same time, the collaboration of the organization with the affected public, constantly providing them with information, the adoption of a transparent attitude may represent proofs of a responsible attitude and diminish considerably the negative effects of the crisis situation. In this case, public relations become a point of reference. In such situations, public relations are absolutely compulsory, because crises may be best managed when preventive measures are taken (Ditges, Höbel, Hofmann, 2008, p. 9). The anticipation and prevention of crises implies the monitorization of the internal and external environment, with a view to discovering potential risks, which may subsequently turn into critical situations or crises. In this respect, the organization may seize flaws early and thus take the measures necessary to remedy the problems and avoid risk situations. This fact raises a new concept, respectively preventive public relations which, in a crisis situation, gain major relevance, given the fact that “it is easier to prevent than cure”. In our opinion, preventive PR implies the early identification of warning signals, the evaluation of vulnerable points with increased risk and developing an action plan which may prevent the possible unpleasant situations that may occur. From this
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