危机管理公共关系 外文翻译

1、 本科毕业设计（论文）外 文 翻 译原文：crisis management public relationsdamage to an organizations reputation can so easily be caused by a flippant remark; for example ratners shares collapsed through the chief executives careless joke. at a time of crisis, the effect of flippant comments or platitudes can exacerbat

2、e this effect. the comment by eurotunnels president, in which he described the fire as “an unpleasant incident”, which was adjusted a few hours later to “a serious incident” was evidence of poor management of the release of information, which resulted in the impression that safety fears were not bei

3、ng taken seriously. hill and knowltons director of crisis management, david brotzen, commented that they did well to keep the incident to a question of freight safety rather than letting le shuttle become implicated. but:if i was their pr, id take the media in, show them what happened and why. id la

4、unch an independent investigation into the cause and severity of the fire and be open and honest about its findings. id also review all rolling stock to reassure all travellers that safety is number one priority (beenstock, 1996).basic rulesa few basic rules have clearly emerged from the above examp

5、les. first of all the importance of telling the truth. second, rather than let the media network speculate, use the media network as a opportunity to disseminate your information. leave no room for speculation “ if you cant tell them something, tell them why you cant tell them” (pr journal, 1995).ap

6、propriate apologiesperhaps another basic rule to be mentioned at this point is the need to apologize promptly when appropriate. sir jeremy morse, banker and past chairman of the institute of bankers, maintains that it almost always pays to issue an early apology. although this could lead to an organ

7、ization being blamed for something which is not its fault, he comments:nevertheless, there are two central reasons why this is usually the right course. first, externally, the public respect an apology freely given rather than one that comes after a considerable period of stonewalling. secondly, int

8、ernally, an early apology frees managers to sort out the problems far more effectively than if they are still maintaining an outward front that nothing is wrong (haywood, 1994, p. 177).however, black (1993) points out that if a lawyer is present there may be pressure not to express sympathy in case

9、this is taken to imply liability: lawyers must be told that the consequences to the company of not communicating and showing sympathy in practical terms are sure to be much worse than if an open policy of full information and generosity is adopted.speed of media coverageit is vital to realize the sp

10、eed of media coverage because of new technological developments. not only can stories be relayed by mobile phones and faxed from cars, but they can also be sent from helicopters and bounced off satellites. pictures too can be taken by digital computerized cameras and sent down telecommunications lin

11、es:when greenpeace staged its high-profile stand against the sinking of the brent spar oil platform, it not only posted information on the web, but was reported to have airlifted sophisticated filming equipment and a satellite down station on to the rig, so that they could provide their own vnrs dir

12、ect to news outlets (nicholas, 1996a).this means that it is unlikely that there will be a time delay between an incident or crisis erupting and the resulting media coverage. this emphasizes the need to react quickly at a time of crisis, and to let all parties know immediately about the action you ha

13、ve taken. “communicating effectively was now more often seen as of the same importance as putting the problems right.” (ipr journal, 1995, p. 14). furthermore, the media are in competition and hungry for the most newsworthy stories. generally bad news is very newsworthy and more sensational (ashcrof

14、t, 1994). if immediate information is not available, this leaves room for speculative stories.specialist training for crisisorganizations which have handled crises well have been well prepared for them, and their plans have been tried and tested. there are now a number of companies offering speciali

15、st training in how to handle the media in a crisis, which can involve training to suit the individual organization, including simulations. michael bland of michael bland communications has no doubt about the value of simulation exercises. “even companies with very good crisis procedures always find

16、something is wrong or something is missing when they do a simulation” (purdom, 1995, p. 12). preparation involves identifying which crises are likely to happen for an organization, that is anticipating potential crises. this relates to issues management.preparation/training for crisis managementcris

17、is management manualthe crisis management manual is often viewed as an important part in preparation. it can set out who will handle what and the establishment of a crisis headquarters. however, to work in practice it must be very user friendly and as concise as possible.crisis checklistpurdom (1995

18、, p. 11) sets out a crisis checklist: identify which managers will be part of the crisis handling team. establish who is the spokesperson and ensure they are trained. ensure that out of hours contact numbers of senior staff are available to relevant staff, including evening security cover. establish

19、 a control room away from the day-to-day running of the business. ensure computer equipment, tv and radio are available. practice makes perfect. senior management should run through a simulation of a crisis including dealing with the media under pressure. dont forget to train support staff. often it

20、 will be customer service, secretarial staff or telephonists who will be the first to receive a call. consider arrangements for receiving large numbers of telephone calls. telesales companies can offer consultancy and support in this area. dont keep crisis plans confidential among a select managemen

21、t group. all staff should know the procedures during a crisis, whether it is a material disaster or a media siege.phone linesthe points in this checklist are valid and important. for example, during the media hubbub over the fire in the channel tunnel, how could the information flow to the media be

22、managed effectively with only 20 phone lines to handle around 8,000 calls? (beenstock, 1996).spokespersonsthe point about establishing spokespersons and ensuring they are trained is vital. equally important is ensuring that they are armed with the right information before speaking, and are familiar

23、and comfortable with this information. in-house training should always involve video recordings, for people to become aware of their bad habits and body language which can convey something completely different from what is being said.conveying the messagein order to ensure that the spokesperson is w

24、ell prepared, she/he must know what to say and how to say it. this means knowing the subject well, especially the key areas and any difficult topics, and, if possible, rehearsing the whole procedure beforehand. the message should be stated straightaway, keeping it simple and clear and speaking in pl

25、ain english, avoiding jargon. any untruths must be refuted immediately. if they are not refuted, the power of the media can make them appear to be the truth (glasspool and george, 1994).training support staffthe point made about training support staff, as those on the front line are the most likely

26、to be the first to receive a call, is extremely important. woodcock comments that many experts now believe everybody in an organization needs an awareness of crisis management. she believes that training need not be difficult.it can be done through a simple cascade management system, supported by mo

27、nthly team briefings explaining how the crisis management system works, and by cards listing the most important dos and donts and key emergency numbers (purdom, 1995, p. 11).however, this leads on to the point that it is not only the undertaking of an elaborate issues audit that can avert disaster h

28、aving an effective set of house rules into which all staff are inducted can avoid a minor crisis, which can blow up into something more extensive.house ruleswhen setting up a public relations strategy, a set of house rules need to be established, preferably incorporated into the staff handbook. this

29、 clear set of rules must clarify exactly who can and cannot speak to the media at any time not just at time of crisis. this can avoid a crisis of the type that has happened when staff who do not know the facts of the matter have spoken to the media. this can be staff at any level not just telephonis

30、ts, clerical staff, cleaners, caretakers, but senior managers in the organization. even if a member of staff knows the full facts of a situation, it does not follow that she/he has the right communication skills to convey that information to the media.having established this rule it is then necessar

31、y to ensure that members of staff, particularly front-line staff, know what to say if they are approached by the media. publication of a phrase such as “no comment” or “im not allowed to say” would lead to speculation and can be extremely damaging. all personnel should respond with a phrase, such as

32、 “ill transfer you to the pr manager, who will know the details”. this is exacerbated in a crisis situation. michael bland comments that:many pr plans have an alice in wonderland belief that the press will only go to head office or that by some miracle people from head office will arrive at the cris

33、is site in time. if people at the site have not been trained and say “we cant comment” or “that decision is down to our london office”, media relations start to fall apart from the beginning (purdom, 1995, p. 12).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

34、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

35、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，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, p. 177)。然而，布莱克（1993）指出，如果律师在场，可能会有

36、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” (ipr journal, 1995, p. 14)。另外，媒体对有报道价值的新