• Illia Manzan Laura Géraldine

• Giorgi Nicole

Please Note: This course is structured around learning blocks rather than traditional themes. There will be four sessions per week, but only during selected weeks of the semester-check the schedule for exact dates.

In today's business world, strategic communication is a key driver of success, especially when it comes to proactive and preventive crisis management. Mastering this skill allows organizations to identify opportunities, anticipate and address critical issues, and protect trust during turbulent times. Rather than grouping topics by theme, this course is built around two central learning blocks-each focused on actionable objectives:

BLOCK 1: MANAGING COMMUNICATION BEFORE A CRISIS

• Students will learn how to design an effective emergency plan, including the proactive management of potential crises on social media.
• Discover how to build an issues management plan that actively engages stakeholders and ensures crisis communication readiness.
• Gain hands-on experience in crafting pre-crisis communication strategies.

BLOCK 2: MANAGING COMMUNICATION DURING A CRISIS

• Learn to navigate strategic communication with the press and on social media when a crisis erupts.
• Take part in dynamic crisis simulations (both in-class and digital), applying key lessons and assessing both tangible and intangible impacts of crisis events.

BLOCK 1: COMMUNICATION MANAGEMENT BEFORE A CRISIS

1. Crisis Emergency Plan

• Identify the organization’s vulnerabilities.
• Outline the boundaries and scope of a crisis.
• Assemble a dedicated crisis management task force.
   

2. Proactive Issue Management

• Track issues throughout their potential and emerging phases.
• Understand how messages spread both online and offline.

• Prioritize key issues for targeted action.
   

3. Pre-crisis Communication Planning

• Develop a clear microblogging (single-message) communication strategy.
• Tailor strategies for each stakeholder within your ecosystem.
• Assess the value of launching a “dark site” for proactive crisis response.
  
   

BLOCK 2: COMMUNICATION MANAGEMENT DURING A CRISIS

4. Crisis Communication Strategies

• Evaluate the pros and cons of different communication approaches during crises.
• Strengthen individual skills for effective conflict communication.
• Structure impactful crisis messaging.
   

5. Crisis Simulations & Coordination Challenges

• Put theory into practice with realistic, interactive crisis scenarios.
• Develop the ability to coordinate and manage communication efforts under pressure.

Media lab utilisé pour des sessions (1 journée seulement)

Mandatory readings (available in Moodle)

Issues management planning

• Illia, L. (2003). Passage to cyberactivism: How dynamics of activism change. Journal of Public Affairs, 3(4), 326-337.
• Illia L., & Colleoni, E., (2023) Digital Corporate Communication & Issues Management: Monitoring digital collectives and tipping points of refraction around issues. (2023). In Luhoma V., and Badham, M. (Eds) HANDBOOK OF DIGITAL CORPORATE COMMUNICATION Edward Elgar Publishing.pp.135-151
• Mariconda, S., & Lurati, F. (2015). Stakeholder cross-impact analysis: A segmentation method. Corporate Communcations: An International Journal (CCIJ), 20(3), 276-290.

Contingency planning

• Coombs, T., (2019). Ongoing Crisis Communication Planning, Managing and Responding. Sage, Section I et II.
• Romenti, S., Murtarelli, G., Valentini, C. (2014). Organisations’ conversations in social media: applying dialogue strategies in times of crises. Corporate Communications : An International Journal, 19(1), 10-33.
• Millette, J. (2014). RP et Web social : de l’idéal du dialogue aux enjeux sociaux de la « bonne communication ». Communiquer. Revue de communication sociale et publique, 11, 45-62. DOI : 10.4000/communiquer.565

Cost of a Crisis

• Diermeier, I. (2012). Four perspectives on re-establishing trust. https://reprules.wordpress.com/2012/05/18/four-perspectives-on-re-establishing-trust/.
• Mitchell, R. K., Agle, B. R., & Wood, D. J. (1997). Toward a theory of stakeholder identification and salience: Defining the principle of who and what really counts. The Academy of Management Review, 22(4), 853–886. https://doi.org/10.2307/259247

Communication during a crisis

• Frandsen, F., Johansen W (2022) Rhetorical Arena Theory. Coombs and Holladay (Eds) The Handbook of Crisis Communication, pp.169-182
• Schenkler, I., & Herrling, T. (2003). Batten down the hatches: Handling the media in a crisis. In Guide to Media Relations (pp. 92-119). Practice Hall Series in Advanced Business Communication. Pearson.
• Coombs, W. T., & Tachkova, E. R. (2023). Integrating Moral Outrage in Situational Crisis Communication Theory: A Triadic Appraisal Model for Crises. Management Communication Quarterly, 37(4), 798-820

Student assessment will be based on the following criteria:

A. Team Project – 40% of the final course grade

B. Final Individual Assignment – 60% of the final course grade

Courses with continuous assessment: it will no longer be possible to drop or leave the course after the registration period has ended (see the session calendar on the Faculty website).
There is no retake exam.