Disasters and the Media

Crisis management is of increasing importance to organisations. With the rise of single-issue pressure groups, the development of sophisticated and informed consumers and volatile voters, no organisation in the public or private sector can afford to neglect preparation for dealing with the disasters that may befall it. This book aims to improve the relationship between the media and those subject to media scrutiny at a time of crisis or disaster by generating mutual understanding of their needs. Drawing on the experience of practitioners, it aims to disseminate good practice. Part I sets the context and raises some general issues on the theme of communicating at a time of crisis or disaster. Part II looks at the relationships between media and those who are trying to manage the crisis in public relations and public information terms. It contains a number of case studies, each contributed by an expert, clearly explaining how a variety of crises and disasters were managed by the organisations concerned, and how they were reported by the media. Part III is an extended case study of the Hillsborough disaster, taking a candid look at what happened from the perspective of four very different people who were closely involved in the aftermath. The final section includes chapters on the value of training and rehearsal, and some of the lessons learned from Dunblane.

Autorentext

SHIRLEY HARRISON is a Senior Lecturer at Leeds Business School, Leeds Metropolitan University. Prior to that she was Head of Public Relations at Sheffield City Council. She is a member of the Institute of Public Relations.

Zusammenfassung
This book aims to improve the relationship between the media and those subject to media scrutiny at a time of crisis or disaster by generating mutual understanding of their needs. Part II looks at the relationships between media and those who are trying to manage the crisis in public relations and public information terms.

Inhalt
Preface Notes on the Contributors PART 1: PERSPECTIVES The Context; P.Young Issues; S.Harrison PART II: CRISIS, EMERGENCY AND DISASTER Television News; C.Ferguson The National Crisis; P.Whitbread The Local News; J.Jefferson The Local Crisis; J.Jefferson Communicating in an International Emergency; T.Hardie-Forsyth Civil Emergencies and the Media; M.Granatt PART III: THE HILLSBOROUGH DISASTER A Newspaper at the Heart of the Hillsborough Tragedy ; A.Green A Tale of Two Cities: Liverpool; P.Marley A Tale of Two Cities: Sheffield; S.Harrison The Management of the Organisation in Crisis; P.Hayes PART IV: LEARNING THE LESSONS Training and Rehearsal; P.Whitbread Media Liaison: Lessons from the Front Line; S.Harrison Postscript; S.Harrison Appendix 1: The Emergency Planning College Appendix 2: The Central Office of Information Network References Further Reading Index