Jaëlle-Laurence Günther
Going through a crisis is damaging for any
organization. However, how that crisis is handled can determine the turn of the
events or even the future of the company. It is in this case that public
relation practitioners play a crucial role, as they significantly shape the
information that is going to be communicated to the public. In order to handle
the crisis in a constructive way, one of the most essential tasks for the
company is to communicate in an ethical way.
Transparency
is key
Ethical communication is very important, as it not
only impacts an organization’s reputation, but it also influences its credibility
and the morale of its employees. In their article crisis communication and ethics, Yan Jin, Augustine Pang and Joshua Smith argue that one of the most
important principles to consider when communicating in an ethical way is
transparency. In order to be trusted by its stakeholders and the public, an
organization must be honest and truthful, in other words, it has to embrace
transparency.
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Facebook’s Cambridge Analytica crisis is a perfect
example of how a lack of transparency can lead to a massive crisis. In 2018, it
was revealed that social media giant Facebook had been selling some of its
users’ private information. It all started in 2014 when the company Cambridge
Analytica began to buy this information from Facebook. These exchanges kept on going
for a couple of years until, eventually, the private information of 87 million
users had been disclosed. Cambridge Analytica, for their part, were selling
this information to politicians so that the users’ voting intentions could be
influenced. Facebook was thus selling people’s information, without their
consent, in order for it to be used for political advertising. In this case,
the lack of transparency is one of the primary circumstances that led to the
crisis. Facebook was not being honest with its users and did not tell the truth
about what they were doing with their public’s information.
One single set
of information
Another important notion to keep in mind when
communicating ethically is consistency. The information released after a crisis
must be consistent across its sources. The different people from the
organization that are set to speak up after a crisis must all hold the same
speech. This also reflects on the company’s transparency. If the top management
and the spokespersons do not all release the same information, the company will
not come across as honest and it will be difficult for the stakeholders and the
public to trust the organization.
Fashion faux pas
Last but definitely not least, one should consider the
importance of knowing the context and nature of the crisis. An organization’s
ethical standards can be influenced by the context or the external environment.
In November 2018, in anticipation of their upcoming fashion show in Shanghai,
Dolce & Gabbana released a video advertisement in which a Chinese woman was
featured struggling to eat spaghetti and pizza with chopsticks. The video
immediately faced some major backlash and was classified as being racist and as
promoting racial stereotypes. This communicational crisis is a great example of
context inadequacy. This scandal could have been avoided if the brand had
consulted their local Chinese team in order to get sensible input about the
cultural context and the external environment in which the advertisement was
going to be released.
Transparency,
consistency and context are proof that in order to communicate in an ethical manner, one should not think twice, but rather three times before reaching
out to the public.
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About the author: Jaëlle-Laurence Günther
is a master student at the University of Amsterdam where she is pursuing
studies in the field of Entertainment Communication. Having always been attracted
to the artistic and creative field, she wishes to work as a manager or PR
manager in the music industry.
References:
Jin, Y., Pang, A., & Smith, J. (2018). Crisis communication and ethics: the role of public relations. Journal of Business Strategy, 39(1), 43–52. https://doi.org/10.1108/JBS-09-2016-0095

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