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What did the internationally known case of 33 minerstrapped in the San Jose mine in Chile in 2010, and the most recent incident at OpenAI with the back and forth in corporate management? Both are clear examples of crisis situations where communication was handled in very different ways.
The Mine accident in San José, Chile was a dramatic event. Crisis communication in this case was of great importance as it affected not only the lives of the miners but also the public perception and reputation of the mining company.
Aspects of crisis communication
Transparency and openness: The Chilean government and mining company BHP Billiton were praised for their transparent communication. Information on the progress of the rescue operation was regularly shared with the public.
International cooperation: There was intensive international cooperation, both in terms of technical support and communications. Experts and technologies from different countries were involved.
Family communication: Communication with the families of the trapped miners was crucial. Mechanisms have been put in place to give families regular updates and keep them informed.
Use of media: The media was actively involved in the communication process. Live broadcasts, interviews and regular press conferences helped inform the public about the current situation.
Positive narratives emphasize: The parties involved often highlighted the positive aspects of the rescue operation, such as the use of the latest technologies, the collaboration of experts from around the world and the determination to rescue the miners safely.
The successful rescue of the miners after 69 days was a triumph not only for technical achievement, but also for crisis communications, which played a key role in informing the public and maintaining confidence in the rescue effort.
In the case of OpenAI The firing of CEO Sam Altman caused considerable turbulence. Speculation about the reasons for his dismissal centered around what was perceived as an “aggressive” approach to AI development and his alleged lack of consistency in the honesty of his communication. These circumstances caused the management to completely lose trust in him.
The impact of this decision was felt immediately. Resignations from other executives followed, major investors applied pressure, and the attempt to reverse the decision failed. Greg Brockman, OpenAI’s president, also resigned, and the administration began a search for a replacement executive.
Meanwhile, Microsoft acted quickly and rehired both Sam Altman and Greg Brockman to create a new advanced AI research team. More than half of OpenAI’s employees, who were not properly and timely informed, threatened to move to Microsoft if current management did not resign.
The role of social media should also not be neglected, in this case the
Although Altman and Brockman returned to OpenAI, it was not the end of the story. The swirling air and the lack of transparent communication – internally and externally – during this crisis make it clear that crisis communication has failed in this case. The lack of openness led to speculation and uncertainty and information was not shared transparently and effectively with stakeholders.
What is crisis communication?
The term is made up of “crisis” and “communication”. Crisis is a temporary period in which the ability to do business as a company is at risk or has already been suspended. The second part relates to communication both internally to employees and externally to the public. This communication includes all information that is sent in this context. The mixture of these aims to formulate messages in order to remain functional and able to work during the crisis.
First measures in a crisis
The first steps in a crisis include clearly distinguishing whether it is a real crisis or just a challenge, an incident or an event. In the case of a confirmed crisis that could permanently damage the company, the second step is to set up one special organizational structure (BAO) with a crisis team consisting of management, personnel, infrastructure and communication. This is followed by one clear analysis of the current situationin order to derive further movements and take effective measures. Here the existing and non-existent information play a very important role: What do you know? What don’t you know? What information still needs to be obtained?
After the crisis is before the crisis…
The time after a crisis should not be romanticized. Although there are learning opportunities, a crisis is often accompanied by pain and fear. One reflected Analysis of emotionality enables targeted change or, depending on the crisis, a reformation. This may mean preparing for similar scenarios or improving communication rather than forcing complete change.
Basic knowledge of crisis management
Not every company has crisis experts. Basic knowledge can be acquired by dealing with security standards, such as the regulation from the Federal Office for Information Security (BSI standard 200 – 4). The BSI standard 200-4 is aimed at BCM officers or BC managers (Business Continuity Management), crisis team members, security managers, experts and consultants as well as anyone interested in the management of emergencies and crises of technical and non-technical origin. This regulation should be available in every company as an open, freely downloadable Word document.
Crisis management workshops and courses provide practical insight, while a comprehensive analysis of potential scenarios provides reassurance and understanding. A systematic approach, starting with a workshop concept, makes it possible to prepare step by step for comprehensive crisis communication.
The content of this bit of knowledge comes from a keynote speech at the UnternehmerTreffen in Baden-Baden by Juliane Rink, consultant for strategy and transformation communication.