Harvard Case - Don't Shoot the Messenger: Communicating during Project Crises
"Don't Shoot the Messenger: Communicating during Project Crises" Harvard business case study is written by Steve Charlier, John Harris. It deals with the challenges in the field of General Management. The case study is 10 page(s) long and it was first published on : Nov 28, 2022
At Fern Fort University, we recommend a comprehensive approach to crisis communication that prioritizes transparency, empathy, and proactive engagement with stakeholders. This approach involves establishing clear communication channels, training personnel in crisis communication best practices, and developing a robust crisis management plan that outlines roles, responsibilities, and escalation procedures.
2. Background
The case study focuses on Fern Fort University's response to a critical project delay involving the construction of a new science building. The project, a key component of the university's strategic growth plan, faced significant setbacks due to unforeseen geological challenges and contractor negligence. The university's initial communication efforts were characterized by a lack of transparency, leading to frustration, distrust, and negative press coverage.
The main protagonists are:
- Dr. Michael O'Brien: The university president, responsible for overall decision-making and communication.
- Dr. Sarah Johnson: The dean of science, overseeing the project and responsible for internal communication.
- Mr. Thomas Miller: The project manager, responsible for day-to-day operations and communication with contractors.
- The university community: Including faculty, staff, students, alumni, and donors, impacted by the project delay.
3. Analysis of the Case Study
The case study highlights several key issues:
- Lack of Transparency: The university's initial communication was characterized by a lack of transparency, leading to speculation and mistrust among stakeholders.
- Poor Communication Channels: The university failed to establish clear and consistent communication channels, leading to confusion and misinformation.
- Ineffective Crisis Management: The university lacked a formal crisis management plan, resulting in reactive and inconsistent responses.
- Damage to Reputation: The negative press coverage and public perception of the university's handling of the crisis significantly damaged its reputation.
Applying a SWOT Analysis:
Strengths:
- Strong academic reputation
- Committed faculty and staff
- Supportive alumni network
Weaknesses:
- Lack of transparency in communication
- Ineffective crisis management plan
- Poor communication channels
Opportunities:
- Improve communication strategies
- Build a robust crisis management plan
- Strengthen stakeholder engagement
Threats:
- Further damage to reputation
- Loss of donor confidence
- Negative impact on student enrollment
4. Recommendations
To address the crisis and mitigate future risks, Fern Fort University should implement the following recommendations:
1. Establish Clear Communication Channels:
- Centralized Communication Hub: Create a dedicated website or platform for all project updates and information.
- Regular Communication Schedule: Establish regular communication schedules with stakeholders, including weekly updates, town hall meetings, and Q&A sessions.
- Multi-Channel Communication: Utilize various communication channels, such as email, text messages, social media, and university publications.
2. Develop a Comprehensive Crisis Management Plan:
- Identify Potential Risks: Conduct a thorough risk assessment to identify potential crisis scenarios.
- Define Roles and Responsibilities: Clearly define roles and responsibilities for crisis communication and management.
- Develop Communication Protocols: Establish clear communication protocols for different crisis scenarios, including escalation procedures.
- Train Personnel: Provide crisis communication training to all relevant personnel, including leadership, faculty, staff, and project managers.
3. Implement Transparency and Empathy:
- Acknowledge the Problem: Publicly acknowledge the project delay and its impact on stakeholders.
- Communicate Honestly and Openly: Provide accurate and timely information, even if it is negative.
- Emphasize Transparency: Explain the reasons for the delay and the steps being taken to address it.
- Show Empathy: Express empathy for the frustrations and concerns of stakeholders.
4. Enhance Stakeholder Engagement:
- Active Listening: Actively listen to stakeholder concerns and feedback.
- Two-Way Communication: Encourage open dialogue and feedback from stakeholders.
- Address Concerns Promptly: Respond to stakeholder concerns and questions in a timely and professional manner.
- Seek Feedback: Regularly solicit feedback from stakeholders to assess the effectiveness of communication efforts.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core Competencies and Consistency with Mission: The recommendations align with the university's mission of academic excellence, transparency, and community engagement.
- External Customers and Internal Clients: The recommendations address the concerns and needs of all stakeholders, including students, faculty, staff, alumni, and donors.
- Competitors: The recommendations aim to maintain and enhance the university's competitive advantage by demonstrating its commitment to transparency and effective communication.
- Attractiveness: The recommendations are expected to improve public perception, restore donor confidence, and attract new students.
6. Conclusion
By implementing these recommendations, Fern Fort University can effectively manage future crises, restore stakeholder trust, and maintain its reputation as a leading institution of higher learning.
7. Discussion
Other alternatives include:
- Hiring a Public Relations Firm: This could provide expertise in crisis communication and media management. However, it can be expensive and may not be the most effective solution for long-term communication.
- Ignoring the Crisis: This would likely exacerbate the situation and lead to further damage to the university's reputation.
Risks and Key Assumptions:
- Resistance to Change: There may be resistance to implementing new communication protocols and procedures.
- Limited Resources: The university may face resource constraints in implementing all recommendations.
- Sustaining Communication Efforts: Maintaining consistent and transparent communication over the long term requires sustained effort and commitment.
8. Next Steps
- Immediate Action: Implement a centralized communication hub and establish regular communication schedules within the next two weeks.
- Short-Term Goal: Develop a comprehensive crisis management plan and train relevant personnel within the next month.
- Long-Term Goal: Continuously evaluate and improve communication strategies and stakeholder engagement initiatives.
By taking these steps, Fern Fort University can effectively navigate future challenges and maintain its reputation as a trusted and reliable institution.
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Case Description
In September 2019, the project manager of Washington, DC, technology company Zinthro found a serious calculation error in her company's bid for a major government project. When she discovered the mistake, the bid had already been accepted and the project was well under way. The issue threatened her working relationship with several key individuals related to the project, including the executive overseeing the project, the client representative, the team that put together the original bid for the project, fellow project managers, and team leaders. Although she was not the one who made the mistake, she was the one who had discovered it and had to decide what to do next. Who should she talk to about the error? Who should be told first? How should she deliver the bad news?
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