As the Vice President of Communication of World Wide Airlines (WWA) Flight 979 that has just been reported missing on its way to Singapore from New York with 598 passengers on board, my most significant responsibility is to the passengers on board and their families. This is because when they board our flights, they place their safety and security in our hands and how I respond to their predicament will determine public opinion. IATA (2016, p.3) argues that "The first opportunity to define the event, and to shape the unfolding narrative, will belong to the people who experienced it, those who saw it, and those affected by it." I am aware that today more than ever we are dealing with a global audience that is connected via social media. To be fair to my primary audience, the first Tweet they should see should come from WWA. This is because social media has become so pervasive that it is possible to have a public misinformed by an anonymous group of users.
My first task is to manage the crisis in the best way possible by addressing a horrified and shocked audience. I am reminded that the management of MH370 goofed in responding to the crisis in 2014 when the flight disappeared over the South China Sea on its way to China from Malaysia. The first communication about the missing plane came 5 hours after the flight had been reported missing and it was made by a junior. Worse, incorrect information was initially given out that sent the Chinese team searching in the wrong location only for corrections to be made later (Tilley, 2014). Fishman (1999) argues that there is a sense of urgency about crisis communication. I will be sensitive and communicate that the airline cares about their situation and is doing everything possible to get them information.
My first audience is the families of the affected passengers whose reaction can negatively impact the company. Until we get confirmation of a disaster, the initial message is issuing an apology, expressing mortification and relaying hope even as we try to manage their expectations. According to IATA (2016), the first tweet should go out not more than 15 minutes after the disappearance. Tilley (2014) observes that when a British Midland flight crashed at Kegworth in 1989, the CEO did not wait to reach the scene to issue a statement but addressed the media while in the car. Thus, the first tweet will an alert issued by the WWA CEO. It will be an alert but with a promise that WWA is investigating the incident and will shortly come back with more information. Most people’s reaction at such news is to visit the site or airline offices or the last port of departure or expected port of arrival. My main focus will be to respond to my audience’s sense of loss, anxiety, anguish, and grief by setting up small centers and providing them with blankets, water, and professional counselors. I would take down their contacts (email and SMS) so that they receive personal messages from the CEO. My purpose for implementing this strategy is to calm people down.
My second audience would be the clients (maybe transit passengers) and potential clients of WWA. A time will come when normalcy will resume, but their continued patronage will depend on how we handled the last crisis. My focus will be the airline's safety record. Despite a few engine malfunction scares, the Airbus A380 has never crashed (Elliot, 2017). WWA being the third largest in the world also has maintained an excellent safety record so I will capitalize on that by using both internal and external communication strategies. For instance, we could edit our website to reflect the moment in addition to placing a small write up about the company’s safety record by a leading newspaper. It is also the time to outsource a PR company to manage the public’s opinion. Media will be engaged where opinions, commentaries, and positive information will be relayed to the public. I will need to communicate that flights disappearing off the radar are rare but they do happen and this particular one is not unique to WWA.
My third audience would be the stakeholders who include partners, shareholders, insurers, suppliers and so on to maintain a positive relationship with them. That’s why the first tweet must be done by our CEO and be continuous with WWA giving regular information. IATA (2016) recommends an hourly update the early hours after the crisis happens. I will ensure WWA stays in constant touch with the key people in these organizations and that affected parties bear liabilities according to previously agreed terms. My motivations for engaging this audience is to secure more future business dealings so I will aim for authenticity in our transactions.
Sincerity and swiftness are my overriding principles. I will establish credibility by first ensuring immediate and accurate communication is issued out. The CEO issuing an apology and consistent flow of information will gain WWA trust. According to Bloomgarden (2008), what people want are the facts, a meaningful apology and to hear from the boss. I will endeavor to relay truthful information while minding about possible litigations against WWA. I will advise that our trained spokesperson maintains calmness in the face of media because journalists can be invasive. The channels I choose to use will also show my credibility. For instance, at some point, and sooner rather than later, senior officials of WWA must address a series of press conferences where they assure the public that they are trying. It's also essential that collaborations be made between WWA, the Airports Authority, and the government so that communication is not conflicted.
The internet is the fastest way to reach a global audience so the first communication will be made via Tweeter as an alert before regular tweets follow as updates. Because there are 13 countries involved, Facebook, Tweeter, and the company website are the best forms for initial communication. Facebook and Tweeter will be used because of feedback from the public which will help the company craft a response. It’s also useful because misinformation can quickly be corrected by the media monitoring team. The company website will be used to relay the information and also give continuous updates. However, the technical team will have to be at hand in case the site crashes due to the vast numbers of users. Television newscasts are equally important because they reach large groups of people. Nowadays, most TV and radio stations can be accessed via the internet. Our media team will tailor information specific to the 13 countries to be relayed via the best means for each state. I will ensure the management gives frequent live press conferences to calm the people as well as establish credibility. These press conferences will also be uploaded to Youtube for continuous, accurate information. Printed communication is vital for financial stakeholders who want to know that the airline will stick to the end of the bargain. So memos, letters, faxes and the like will be used. I will also ensure family members receive text messages and emails informing them of the progress and what they are expected to do, especially in Scotland where newspaper readership is on a decline (IATA, 2016). India still believes in newspapers (IATA, 2016) so I will ensure the local paper covers the news with a focus on families of the affected which may include the victims’ names, where they come from, work and others.
References
Bloomgarden, K. (2008). Crisis Communication and America Airlines. Havard Business Review. Retrieved from https://hbr.org/2008/04/crisis-communications-and-amer
Elliot, A. F. (2017). Is this the beginning of the end for the world’s biggest passenger plane? The Telegraph. Retrieved from https://www.telegraph.co.uk/travel/news/air-france-engine-failure-spell-end-of-superjumbo/
Fishman, D. A. (199). ValuJet flight 592: Crisis communication theory blended and extended. Communication Quarterly, 47 (4), 345-375. DOI: 10.1080/01463379909385567
IATA. (2016). Crisis communication in the digital age: A guide to “best practice” for the aviation industry. Retrieved from https://www.iata.org/publications/Documents/social-media-crisis-communications-guidelines.pdf
Tilley, J. (2014, March 21). Analysis: Malaysia Airlines’ mishandled response to the MH370 crisis. PR Week. Retrieved from https://www.prweek.com/article/1286333/analysis-malaysia-airlines-mishandled-response-mh370-crisis
