Differentiate Risk Communications From Crisis Communications

Differentiate Risk Communications From Crisis Commu

Instructions: CO-1 Differentiate risk communications from crisis communications. The tragedies of 9/11 marked a turning point in the perception of the word “crisis,” especially to people in the United States who had never experienced such an attack on their own soil. The attacks were also a turning point in the perceptions of crisis management and crisis communications. A crisis management/communications plan saved the lives of numerous people in the World Trade Center (WTC) on that fateful day. Rick Rescola was head of security for Morgan Stanley, which occupied 40 floors in one of the WTC towers.

After the 1993 terrorist attack on the WTC, Rescola formed a crisis management team to try to avert an attack or to help employees survive another attack. The team members were in agreement that another attack would occur, and that it would probably occur at the WTC because of the symbolism of the towers being the tallest in the United States. Team Rescola, as it was called, determined that the next attack would not be a ground attack, because the garage was protected after the 1993 incident. They even took a test flight around the buildings and predicted the attack would be by air. Crisis communications was necessary to convince employees and managers that preparations needed to be made and that training for evacuation was necessary, and to explain how it would be done.

Subsequently, there were drills. Rescola had lighting put in the stairways, and every person knew where the stairways were. When the planes struck, WTC security advised all persons that it was safer to stay in the building. Rescola and his team began to evacuate employees. A glitch occurred in that one of the stairways was blocked by debris.

Visibility was hampered either by smoke or darkness or both. Survivors and some of Rescola’s team members, consultants who were not in the building at the time, told the History Channel that team Rescola went to each floor and yelled, “Is anyone here?” If so, they led them out by alternate stairways. They say the team saved 95 percent of the total number of Morgan Stanley employees. However, there was not enough time for them to reach every floor. Rescola and some of his team members died when the buildings collapsed.

His wife said, when she saw the buildings go down on television, she knew her husband was there still trying to get everyone out. 1. Consider the Rescola story, what should offices in skyscrapers and large buildings do other than plan for evacuations? 2. Imagine the employees who objected to the training: what would be persuasive messages to them? 3. The 1993 attack was considered a prodrome by Rescola. Why didn't others see it? 4. In a crisis situation, using the image restoration theory, how could an organization determine which publics should receive which messages? Why would you send different messages to different publics?

This is a required post with a minimum of 500 words. APA Format 1. If the law of diminishing returns did not apply, how would that change the total production of a product like wheat? 2. Given the cost information listed in the table below: a. calculate total cost and then, on graph paper, plot the total fixed, total variable, and total cost schedules. b. is this cost information for the short or long run; how can you tell? c. using the costs provided in the table, calculate average fixed, average variable, average total, and marginal cost. d. graph your answers to part c. (do not put them on the same graph used for part a). e. at approximately what level of output does marginal cost begin to increase? f. why does marginal cost begin to increase at the output level you identified in part e? Q TFC ($) TVC ($) TC ($) . Suppose a firm’s technology is described by a production function where the quantity produced is equal to the square root of capital times labor (that is, Q = √(LK)) a. Using graph paper, draw the isoquant for three different levels of output: 2, 4, and 6 units (hint: you will need to find different combinations of L and K that will make Q equal these output values. For example, both L=1, K=4 and L=2, K=2 make Q=2, so both of these combinations of L and K are on the Q=2 isoquant.) b. Suppose the price of L and K is $3/hour. On your graph, show isocost lines corresponding to total costs of $12, $24, and $36. Using the isoquants and isocost lines, locate three points on the expansion path and draw the expansion path. c. Does this production function exhibit increasing, decreasing, or constant returns to scale? d. Using the three points you found on the expansion path, calculate the firm’s long run total and average costs at each of those points. Summarize your calculations in a table and in a graph. e. Suppose amount of capital the firm uses in the short run is fixed at 4 units. On your isoquant/isocost diagram illustrate the three points corresponding to output levels of 2, 4, and 6. Calculate the firm’s short run total and average costs and draw them in the same graph with the long run costs. f. Why do the short run and long run average cost curves have different shapes? 4. Suppose a firm’s technology is described by a production function where the quantity produced is equal to the square root of capital times labor (that is, Q = √(LK)) a. Using graph paper, draw the isoquant for output = 8 units. b. Suppose the firm has $128 to spend on its variable inputs and the price of L and K is $8. On the same graph on which you drew the isoquant, draw the isocost line. What is the optimal combination of labor and capital? c. Suppose the price of labor increases to $16 and the price of capital decreases to $4. draw the new isocost line and determine the new optimal combination of labor and capital. d. Repeat c) for price of labor at $4 and capital at $16. 5. Fill in the cost information missing in the table below Q FC VC TC MC AFC AVC ATC .......... Suppose a firm can spend up to $1000 acquiring two variable inputs, labor (L) and capital (K). The price of each unit of labor is $25. The price of each unit of capital is $100. a. draw the firm’s isocost line. b. suppose the firm had $2000; draw the new isocost line. c. suppose the firm had $500; draw the new isocost line. 7. What is does the term “marginal rate of technical substitution’ refer to? Illustrate. 8. Why is a firm’s marginal cost unaffected by an increase in fixed costs? 9. This table illustrates a __________ production function because capital and labor _________. Units of Capital, K Units of Labor, L ................. Suppose the wage rate is $25 per hour and the rent on capital is $50 per hour. The equation for the isocost line is: 11. Suppose a firm is producing 2,475 units of output by hiring 50 workers ( W = $20 per hour) and 25 units of capital ( R = $10 per hour). The marginal product of labor and marginal product of capital are 40 and 25, respectively. Is the firm minimizing the cost of producing 2,475 units of output? If not, how should the firm change its usage of L and K? 12. Suppose a firm's short-run production function is given by Q = 16 L^0.8. What is the marginal product of the fourth worker? 13. Amazon’s fulfillment center in Salem can sort and pack boxes. K and L are perfect substitutes for one another. Assume Amazon has TC = $100, K costs $10/robot and L costs $20/workers. How much K & L will Amazon use? Draw isoquants and an isocost line as part of your answer. 14. On separate graphs, draw a SR total product curve, a SR marginal product curve, a SR total cost curve, and a SR marginal cost curve. On the graphs show what economic concept they have in common. 15. What is the marginal-average rule? 16. The firm's long-run total cost is given by LTC = 100 Q – 10 Q^2 + (1/3) Q^3, and long-run marginal cost is given by LMC = 100 – 20 Q + Q^2. At what output level does the firm have economies of scale? 17. Producing 200 units of good Y and 100 units of good X in the same factory costs the firm $50,000. In contrast, producing 200 units of good Y in one factory and 100 units of good X in another factory costs the firm $75,000. So if the firm produces the two goods together, it achieves: 18. The total cost of producing 7 units of output is: 19. The firm's average total cost curve appears in which of the following panels? 20. Suppose a firm's total cost is given by TC = 100 + 4 Q + 2 Q^2. Write the expression or equation for TFC, TVC, ATC, AFC, AVC, and MC.

Paper For Above instruction

Risk communications and crisis communications are two interconnected yet distinctly different facets of public relations and emergency management. Understanding their differences is essential for organizations to effectively prepare for and respond to various adverse events. This paper explores the definitions, purposes, strategies, and applications of risk and crisis communications, emphasizing their unique roles and intersection points, especially in high-stakes scenarios such as terrorism attacks exemplified by the September 11, 2001, events.

Risk communication refers to the process of exchanging information regarding potential or actual hazards that could affect public health, safety, or the environment. Its primary goal is to inform and educate stakeholders about risks, preventive measures, and safety protocols to minimize harm. For example, during a chemical spill or an infectious disease outbreak, organizations disseminate risk information to the public, emphasizing caution, protective actions, and the uncertainty inherent in risk assessments. This proactive approach aims to build awareness, foster trust, and encourage individuals and communities to take appropriate precautions before a crisis occurs.

Crisis communication, on the other hand, is reactive and activated during or after an actual event that poses immediate danger or has inflicted harm. Its core purpose is to manage the organization's reputation, provide timely and accurate information, reduce misinformation, and aid in damage control. In the context of the 9/11 attacks, crisis communication was vital in mobilizing emergency responses, informing the public, and coordinating evacuations. Unlike risk communication, which seeks to prevent crises through awareness, crisis communication addresses the consequences and aims to mitigate panic, confusion, and misinformation during the chaos.

Examining the Rescola story exemplifies the significance of effective crisis preparedness and communication. Rescola’s team anticipated a future attack, used risk assessments, and established communication protocols to alert and evacuate employees. Their pre-planned drills and clear messaging on evacuation procedures embody the essence of risk communication, as they aimed to prevent loss of life through preparedness. When the attack occurred, the crisis communication strategy shifted to real-time updates, reassurance, and guidance—hallmarks of crisis communication—demonstrating how organizations must adapt their messaging to emergent needs to preserve safety and stability.

Beyond evacuation plans, organizations in skyscrapers should implement comprehensive safety measures such as structural reinforcements, installation of emergency lighting, fire suppression systems, and regular safety drills. Additionally, establishing a dedicated crisis communication team ensures that accurate, transparent, and consistent messaging is maintained across all stakeholders. This includes internal communication with employees, external communication with emergency responders, media, and the public, and utilizing digital platforms for real-time updates.

Convincing employees opposed to training can be challenging. Persuasive messages should emphasize that evacuation drills are vital for saving lives, not merely procedural hurdles. Highlighting real-life examples, such as the effective evacuation during 9/11 led by Rescola’s team, and demonstrating how training enhances safety preparedness can appeal to employees’ self-interest and collective responsibility. Framing training as an organizational culture that values safety, responsibility, and employee well-being fosters buy-in and engagement.

The 1993 attack on the WTC served as a prodrome, alerting security personnel to potential future threats. However, many others failed to recognize it as such, primarily due to the perception of the event as isolated or less severe. Management may have underestimated the threat level or lacked the analytical framework to interpret such incidents as precursors to larger attacks. Overconfidence in existing security measures and complacency can cause organizations to overlook early warning signs.

Applying image restoration theory, organizations can tailor messages to different publics based on their perceptions, trust levels, and influence. For highly skeptical publics, messages should focus on transparency, corrective actions, and demonstrable commitment to safety. For internal stakeholders, emphasizing ongoing safety initiatives and employee involvement can strengthen trust. Different messages are necessary because various publics have divergent concerns, levels of information, and emotional responses. Customizing communication improves clarity, reduces misinformation, and maintains stakeholder confidence.

In conclusion, distinguishing between risk and crisis communication helps organizations develop targeted strategies to prevent, manage, and recover from adverse events. Effective communication planning involves understanding the audience, employing appropriate messaging, and maintaining transparency and trust before, during, and after crises. Lessons from the Rescola story underscore the importance of preparedness, timely communication, and the ability to adapt messages to evolving situations to protect lives and organizational reputation.

References

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