Teaching Plan Information

Presentation

A crisis isn’t a God’s punishment. We’re facing a normal situation in organizations of what we think and what’s not easy to avoid. So, the only thing we can do is preparing ourselves to manage it. During this management, communications has the main role. In fact, a big part of the process contingency crisis success depends on communications.

But, are we preparing ourselves in peacetime? Are we preventing before healing? Usually not. It’s easier that crisis suddenly appears and inhibits us from a strategic management and methodology implementation. These last two aspects are essential in developing the content of the subject.

Associated skills

General skills

Response ability and decision making.

Ability for analysis and synthesis of materials.

Consensus on the resolution of case studies in team work.

Written reports, structured, clear and understandable.

Planning time needed to develop tasks and activities.

Specific skills

Ability to use tools, messages, analysis of actors who interact with public organizations and apply methods for the treatment of news in crisis circumstances.

Strategic view for communication. Knowledge of communication skills needed to activate in emergency situations and skills to adapt them.

Achieving analysis abilities of communicative media events.

Ability to design and enhance the communication skills of organizations.

Knowledge of the main tools and communication strategies in crisis situations.

Planning, organizing and execution of communicative acts.

Training the ability to exercise communicative work with ethical conduct.

Sustainable Development Goals

#Peace, Justice and Strong Institutions

#Reduced Inequalities

#Decent Work ens Economic Growth

Contents

· Perceptions & Reality. Reputation and business.

· How to identify a crisis? What’s a crisis? Actors, phases, vulnerability, kinds of crisis.

· Risk and crisis communications.

· Vulnerability. Risk and crisis.

· Priorities during a crisis.

· Strategy and methodology to face a crisis.

· Arguments.

· Plan and Manual for crisis.

· The role of media.

· Organization’s spokesperson during a crisis.

· Crisis online

· How to face journalists and media during a crisis.

Teaching Methods

Subject is going to combine the following methodologies:

-Master classes

-Case analysis in class

-Individual Tutorials

-Case investigation by students

-Students’ presentations

This methodology, applied to the classes, gives us the following types of sessions:

Master Class: The first two sessions of the course and its aim is to introduce the student into the subject.

Master Class + Case Analysis: These are sessions where specific contents are given on the subject, and in the second part of the class there is a practice with a Case Study. Case Study must be done individually and will be held in the classroom. If the student cannot come (except for justified causes) he will be scored with a zero.

Tutorials: Meetings between the Final Project Group of the subject and the professor. There are two types: Tutorials (first), mandatory for all groups that have given the abstract of the work, which are carried out during week 4 of the subject and they are face-to-face in the classroom; and Tutorials on demand, which are agreed between the professor and the students based on the evolution of the work of each group and they are carried out from a specific tasks commissioned by the professor. The professor or students can ask for them. They start from week 6 of the course and they can be online

Presentation of Works: The last two class days will be made the presentations of the Final Works of the Subject in front of all the students. The presentations are mandatory for all members of each group and must be in English. All students attending the presentations and comment on other interventions, in accordance with the instructions given by the professors, will be added 0.5 points to the final grade of the course.

Evaluation

We are in front of a subject based mostly on practice and continuous assessment. With this kind of assessment, the goal is that students achieve at the end of the subject the ability to plan communication strategies focused in risk and crisis communications, main axes of the subject.

Some sessions are based on the development of case studies where the student has to plan a communication strategy and then present it to the rest of the group.

Assessment has two basis components:

• A work about a crisis case.
• Case analysis.

The work about a crisis case, in teamwork of 2 people maximum, is the 50% of the subject total punctuation (the 10% of the mark work will be the presentation of it in class).

Case analysis will consist in presenting real cases of crisis communications in class and students have to develop them with the instructions offered by the teacher. This analysis will suppose the 50% of the total mark.

It ss necessary getting the minimum of 4 points in each part (work, exam and case analysis) to pass the course.

Whereas the students, who have participated regularly in class and have done works, but they haven’t passed the course, can present itself to a second evaluation (second setting) during the following trimester. This new evaluation will consist on a written exam and an individual work asked by the teacher at the time in which it communicates the insufficient mark. Individual work will suppose the 50% of the final punctuation and the exam will count 50%. To pass the subject it will be necessary to get a minimum of 4 in both exercises.

Bibliography and information resources

Basic bibliography and additional bibliography

• Alcat, Enrique; Y ahora ¿Què? Claves para gestionar una crisis ¡y salir fortalecido! Barcelona, Empresa Activa, 2005.
• Arceo, Alfredo; El portavoz en la comunicación de las organizaciones. Universidad de Alicante, San Vicente del Raspeig, 2012. [Cánovas, Joan Francesc; Los portavoces en los procesos de negociación y de crisis (Capítulo 26)].
• Barquero, José Daniel y Barquero, Mario: Marketing relacional y comunicación para situaciones de crisis. Barcelona, Profit Editorial, 2010.
• Burgueño, José Manuel; Qué hacer cuando arde la red. Gestión de crisis de comunicación online. Barcelona, Editorial UOC, 2018.
• Cierva de la, Yago; Navegar en aguas turbulentas. Madrid, IESE, 2020.
• Cierva de la, Yago; Leading companies through storms and crises: Principles and best practices in conflict prevention, crisis management and communication. Madrid, IESE Business School, 2018.
• Coombs, W. Timothy; Ongoing Crisis Communication. Sage, California-London, 2007.
• Coombs, W. Timothy and Holladay, Sherry J.; The Handbook of Crisis Communication. John Wiley & Sons, 2011.
• Crespo, Ismael; ¿Estamos preparados? La gestión de la comunicación de crisis en la Administración Pública española. INNAP, Madrid, 2017.
• Fink, Steven; Crisis management planning for the inevitable. USA, Authors Guild Back inprint.com Edition, 2002.
• Healt, Robert; Crisis management for managers and executives. London. Financial Times, 1998.
• Larrea, Juan José, Comunicación Organizacional en Crisis. COVID 19. Madrid, Editorial DIRCOM, 2021.
• Ligorría Carballido; Julio; Crisis: la administración de lo inesperado. México, Planeta, 2016.
• López Mechano, Javier; SOS. 25 Casos para superar una crisis de reputación digital. Barcelona, Editorial UOC, 2018.
• López-Quesada Gil, Miguel; ¡Estamos en crisis! Madrid. CIE Dossat 2000, 2003.
• Losada Díaz, José Carlos (coord); (No crisis). La comunicación de crisis en un mundo conectado. Barcelona, Editorial UOC, 2018.
• Marín Calahorro, Francisco; Comunicación de crisis. Madrid, LID, 2009.
• Mitroff, Ian I, i Pearson, Christine M; Cómo gestionar una crisis. Barcelona, Gestion 2000, 2002.
• Mitroff, Ian; Dumb, Deranged, and Dangerous: A Smart Guide to Combatting Dumb Arguments. Kindle Edition. 2015.
• Pinsdorf, Marian K.; Communicating when your company is under siege. Surviving public crisis. New York, Fordham University Press, 1999.
• Pont, Carles. Comunicació i crisi. La gestió de la comunicació pública en episodis d’emergència. Barcelona, Editorial UOC, 2009.
• Ruiz Balza, A. y Coppola G.; Gestión de riesgo comunicacional. Buenos Aires, La Crujía, 2011.
• Sanjuán, Antonio; Esto rompe. Casos de productos en apuros y gestión de crisis. A Coruña, Netbiblo, 2002.
• Redorta, Josep; Gestión de conflictos. Barcelona, Editorial UOC, 2011.
• Regester, Michael & Larkin, Judy; Risk Issues and Crisis Management. A Casebook of Best Practice. London & Sterling, Kogan Page, 2005.
• Ulmer, R. R.; Sellnow, T. L.; Seeger, M. W. Effective crisis communication: moving from crisis to opportunity. California- London. Thousand Oaks, CA: Sage, 2015.
• VV.AA.; Comunicación Corporativa 4.0: (En tiempo de crisis). México, Stalkeo Empresarial. 2021.
• VV.AA.; Crisis de comunicación online. Creative Commons 2016.
• Wheeler, Adrian; Crisis Communications Management. Emerald Publishing, UK, 2019.

Teaching resources

Bernstein Crisis Management LLC

Crisis Management Institute

Crisis Management International

Teaching Plan Information

Presentation

A crisis isn’t a God’s punishment. We’re facing a normal situation in organizations of what we think and what’s not easy to avoid. So, the only thing we can do is preparing ourselves to manage it. During this management, communications has the main role. In fact, a big part of the process contingency crisis success depends on communications.

But, are we preparing ourselves in peacetime? Are we preventing before healing? Usually not. It’s easier that crisis suddenly appears and inhibits us from a strategic management and methodology implementation. These last two aspects are essential in developing the content of the subject.

Associated skills

General skills

Response ability and decision making.

Ability for analysis and synthesis of materials.

Consensus on the resolution of case studies in team work.

Written reports, structured, clear and understandable.

Planning time needed to develop tasks and activities.

Specific skills

Ability to use tools, messages, analysis of actors who interact with public organizations and apply methods for the treatment of news in crisis circumstances.

Strategic view for communication. Knowledge of communication skills needed to activate in emergency situations and skills to adapt them.

Achieving analysis abilities of communicative media events.

Ability to design and enhance the communication skills of organizations.

Knowledge of the main tools and communication strategies in crisis situations.

Planning, organizing and execution of communicative acts.

Training the ability to exercise communicative work with ethical conduct.

Sustainable Development Goals

#Peace, Justice and Strong Institutions

#Reduced Inequalities

#Decent Work ens Economic Growth

Contents

· Perceptions & Reality. Reputation and business.

· How to identify a crisis? What’s a crisis? Actors, phases, vulnerability, kinds of crisis.

· Risk and crisis communications.

· Vulnerability. Risk and crisis.

· Priorities during a crisis.

· Strategy and methodology to face a crisis.

· Arguments.

· Plan and Manual for crisis.

· The role of media.

· Organization’s spokesperson during a crisis.

· Crisis online

· How to face journalists and media during a crisis.

Teaching Methods

Subject is going to combine the following methodologies:

-Master classes

-Case analysis in class

-Individual Tutorials

-Case investigation by students

-Students’ presentations

This methodology, applied to the classes, gives us the following types of sessions:

Master Class: The first two sessions of the course and its aim is to introduce the student into the subject.

Master Class + Case Analysis: These are sessions where specific contents are given on the subject, and in the second part of the class there is a practice with a Case Study. Case Study must be done individually and will be held in the classroom. If the student cannot come (except for justified causes) he will be scored with a zero.

Tutorials: Meetings between the Final Project Group of the subject and the professor. There are two types: Tutorials (first), mandatory for all groups that have given the abstract of the work, which are carried out during week 4 of the subject and they are face-to-face in the classroom; and Tutorials on demand, which are agreed between the professor and the students based on the evolution of the work of each group and they are carried out from a specific tasks commissioned by the professor. The professor or students can ask for them. They start from week 6 of the course and they can be online

Presentation of Works: The last two class days will be made the presentations of the Final Works of the Subject in front of all the students. The presentations are mandatory for all members of each group and must be in English. All students attending the presentations and comment on other interventions, in accordance with the instructions given by the professors, will be added 0.5 points to the final grade of the course.

Evaluation

We are in front of a subject based mostly on practice and continuous assessment. With this kind of assessment, the goal is that students achieve at the end of the subject the ability to plan communication strategies focused in risk and crisis communications, main axes of the subject.

Some sessions are based on the development of case studies where the student has to plan a communication strategy and then present it to the rest of the group.

Assessment has two basis components:

• A work about a crisis case.
• Case analysis.

The work about a crisis case, in teamwork of 2 people maximum, is the 50% of the subject total punctuation (the 10% of the mark work will be the presentation of it in class).

Case analysis will consist in presenting real cases of crisis communications in class and students have to develop them with the instructions offered by the teacher. This analysis will suppose the 50% of the total mark.

It ss necessary getting the minimum of 4 points in each part (work, exam and case analysis) to pass the course.

Whereas the students, who have participated regularly in class and have done works, but they haven’t passed the course, can present itself to a second evaluation (second setting) during the following trimester. This new evaluation will consist on a written exam and an individual work asked by the teacher at the time in which it communicates the insufficient mark. Individual work will suppose the 50% of the final punctuation and the exam will count 50%. To pass the subject it will be necessary to get a minimum of 4 in both exercises.

Bibliography and information resources

Basic bibliography and additional bibliography

• Alcat, Enrique; Y ahora ¿Què? Claves para gestionar una crisis ¡y salir fortalecido! Barcelona, Empresa Activa, 2005.
• Arceo, Alfredo; El portavoz en la comunicación de las organizaciones. Universidad de Alicante, San Vicente del Raspeig, 2012. [Cánovas, Joan Francesc; Los portavoces en los procesos de negociación y de crisis (Capítulo 26)].
• Barquero, José Daniel y Barquero, Mario: Marketing relacional y comunicación para situaciones de crisis. Barcelona, Profit Editorial, 2010.
• Burgueño, José Manuel; Qué hacer cuando arde la red. Gestión de crisis de comunicación online. Barcelona, Editorial UOC, 2018.
• Cierva de la, Yago; Navegar en aguas turbulentas. Madrid, IESE, 2020.
• Cierva de la, Yago; Leading companies through storms and crises: Principles and best practices in conflict prevention, crisis management and communication. Madrid, IESE Business School, 2018.
• Coombs, W. Timothy; Ongoing Crisis Communication. Sage, California-London, 2007.
• Coombs, W. Timothy and Holladay, Sherry J.; The Handbook of Crisis Communication. John Wiley & Sons, 2011.
• Crespo, Ismael; ¿Estamos preparados? La gestión de la comunicación de crisis en la Administración Pública española. INNAP, Madrid, 2017.
• Fink, Steven; Crisis management planning for the inevitable. USA, Authors Guild Back inprint.com Edition, 2002.
• Healt, Robert; Crisis management for managers and executives. London. Financial Times, 1998.
• Larrea, Juan José, Comunicación Organizacional en Crisis. COVID 19. Madrid, Editorial DIRCOM, 2021.
• Ligorría Carballido; Julio; Crisis: la administración de lo inesperado. México, Planeta, 2016.
• López Mechano, Javier; SOS. 25 Casos para superar una crisis de reputación digital. Barcelona, Editorial UOC, 2018.
• López-Quesada Gil, Miguel; ¡Estamos en crisis! Madrid. CIE Dossat 2000, 2003.
• Losada Díaz, José Carlos (coord); (No crisis). La comunicación de crisis en un mundo conectado. Barcelona, Editorial UOC, 2018.
• Marín Calahorro, Francisco; Comunicación de crisis. Madrid, LID, 2009.
• Mitroff, Ian I, i Pearson, Christine M; Cómo gestionar una crisis. Barcelona, Gestion 2000, 2002.
• Mitroff, Ian; Dumb, Deranged, and Dangerous: A Smart Guide to Combatting Dumb Arguments. Kindle Edition. 2015.
• Pinsdorf, Marian K.; Communicating when your company is under siege. Surviving public crisis. New York, Fordham University Press, 1999.
• Pont, Carles. Comunicació i crisi. La gestió de la comunicació pública en episodis d’emergència. Barcelona, Editorial UOC, 2009.
• Ruiz Balza, A. y Coppola G.; Gestión de riesgo comunicacional. Buenos Aires, La Crujía, 2011.
• Sanjuán, Antonio; Esto rompe. Casos de productos en apuros y gestión de crisis. A Coruña, Netbiblo, 2002.
• Redorta, Josep; Gestión de conflictos. Barcelona, Editorial UOC, 2011.
• Regester, Michael & Larkin, Judy; Risk Issues and Crisis Management. A Casebook of Best Practice. London & Sterling, Kogan Page, 2005.
• Ulmer, R. R.; Sellnow, T. L.; Seeger, M. W. Effective crisis communication: moving from crisis to opportunity. California- London. Thousand Oaks, CA: Sage, 2015.
• VV.AA.; Comunicación Corporativa 4.0: (En tiempo de crisis). México, Stalkeo Empresarial. 2021.
• VV.AA.; Crisis de comunicación online. Creative Commons 2016.
• Wheeler, Adrian; Crisis Communications Management. Emerald Publishing, UK, 2019.

Teaching resources

Bernstein Crisis Management LLC

Crisis Management Institute

Crisis Management International