Monthly Archives: May 2017

New disaster communications post-grad course to start!

Photo credit: Alexas Fotos, Pixabay

With 20% of problems encountered in disaster management related to media affairs and  communication with the community, qualified emergency communicators are more important than ever to a successful emergency management response.

That’s why the University of Southern Queensland now has a graduate certificate for communicators in emergency management.

The Graduate Certificate of Business – Emergency and Disaster Communication is a four course qualification with special flexibility to work around disaster seasons that students are dealing with around the world.  It covers communication for all phases of disaster management, with special emphasis on change communication, community engagement and disaster management.  Social media or crisis communication can also be included in the qualification.

The new program starts in July 2017 and is part of the Master of Project Management, which students can elect to continue once they have finished the graduate certificate with the emergency and disaster communication specialisation.  We also have pathways using these courses into other Masters programs.

Talk to us about credit for skills, experience and previous post-graduate study in communication fields!

Key staff for the program are Matt Grant and Dr Barbara Ryan.  Matt has extensive crisis and disaster response experience with the Australian Defence Force working as the senior communications manager for a range of military operations in the Asia-Pacific and Middle Eastern theatres and in 2004-5 coordinated Whole of Government communications on the ground from Banda Aceh, Indonesia after the Boxing Day tsunami.  He has also been regional news director for WINTV Queensland and has held corporate public affairs roles. He has worked in journalism and public affairs for 25 years.

Barbara Ryan has a Ph.D in how people get information in disasters, and experience in response and recovery communications for bushfires and floods at local disaster management level.  She also spent seven years as volunteer co-ordinator of communication for a district disaster management group in Queensland, Australia.  She was a Mary Fran Myers Scholarship winner for early career disaster researchers, and currently conducts research for agencies in Australia. Barbara is also a co-founder and former director of Emergency Media and Public Affairs, a membership organisation for disaster communicators, and organised the 2013 Fulbright Fellowship with former FEMA Acting Director External Affairs and U.S. Department of Homeland Principal Deputy Assistant Secretary Public Affairs, Bob Jensen. She has more than 20 years public relations experience.

The University of Southern Queensland is located in Toowoomba, Queensland, Australia, and is a world leading distance education university.  We have a 92% satisfaction rating amongst communication post-graduates for their courses!

 

 

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Crisis or disaster? IT has helped blur the language

Guest blogger and Australian crisis researcher and practitioner, Tony Jaques, makes some valid points about the language of organisational crisis.

 

It’s time business stopped misusing the word disaster, and the IT industry needs to take a good share of the blame.

Most recently, an April post on the Hewlett Packard Insights blog, declared: “In general, anything that significantly impairs day to day work can be considered a disaster.”

The reality is, No, it can’t!

Writer Wayne Rash went on to say: “It’s worth noting that a disaster in this (IT) context does not necessarily mean widespread destruction, loss of life, or general catastrophe. What a disaster means to you is defined by what interferes with your operations to the point that it endangers your business and thus requires a disaster recovery response.”

What Mr Rash is saying just might, maybe make sense in the IT world where such language is common, but it’s bleeding into general management usage, and that’s a big problem.

Of course the IT industry can’t take all the blame for devaluing the word disaster. Contrary to typical news media headlines, losing a crucial football match is not a disaster, nor is a temporary fall in a company’s share price. In fact, in recent times, the word ‘disaster’ has progressed from being devalued to being entirely trivialised.

A celebrity posting an unwise twitter message is now labelled as a ‘PR disaster’ or a ‘social media disaster,’ while a Hollywood star choosing the wrong dress for a red-carpet event becomes a ‘fashion disaster.’

This language is genuinely unhelpful and distracts attention from serious matters of real concern. Consider by contrast the United Nations definition of a disaster as: “A serious disruption of the functioning of a society, causing widespread human, material or environmental losses and exceeding the coping capacities of the affected communities and government.” Or within a business context, the Dutch crisis experts Arjen Boin and Paul ’t Hart say: “A disaster is a crisis with a devastating ending.” Anything less just doesn’t quality.

While there is clearly a massive difference between a pop culture ‘disaster’ and a true societal or organisational disaster, contamination of broader business language by misuse of the word has serious consequences for issue and crisis managers.

A key consequence arises from the widespread belief in the IT world that the answer to just about every such problem is a disaster recovery plan. As Mr Rash put it: “A disaster recovery response is the set of actions your organisation must take to continue operations in the face of an unforeseen event.”

Business continuity and operational recovery are vital, but they are just one tactical element of an organisation’s crisis management process. The modern approach to crisis management recognises that it should encompass crisis preparedness and prevention; crisis response; and post-crisis management (of which operational recovery is one part). And that it applies to every type of crisis – financial, organisational, legal, political and reputational, not just operational.

We all love IT and the wonders the digital world can bring to issue and crisis management. But any organisation which says: “We have a great business continuity plan so we are crisis- prepared” is in line for a very big and very costly surprise.

Tony Jaques established Issue Outcomes in 1997 as a provider of management training and consulting services. He worked for more than 20 years in Corporate Issue and Crisis Management, mainly in Asia-Pacific, and served two terms as a Director on the Board of the Issue Management Council, of Leesburg, Virginia.

Tony previously published this blog on May 1, 2017.

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