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This section provides a brief discussion of how survey participants evaluated each crisis communication strategy.  Detailed quantitative and qualitative responses for each strategy are included in Appendices E to P.

Openness

    This strategy entails releasing all information about an issue immediately.  Seek internal and external opportunities to tell your side of the story (Hunter, et al., 2000).  Openness is a frequently used strategy, with more than 75 percent of respondents saying they have used it at least once (see Appendix E).  The 37 respondents who said they have used this strategy rated it as moderately effective overall with a mean score of 3.81 and standard deviation of 1.54.  This statistic can be misleading, however, since more than 55 percent of survey respondents rated this strategy as extremely effective. Tactics used in support of this strategy include: quick and open access to the media; tours of information and operations centers; releasing all information about the incident that was not classified; promising to update the press when new information is available; frequent press conferences and news releases; and access to senior officials/subject matter experts.
     A majority of survey respondents (43) said they would consider using this strategy for future crisis situations.   Several respondents provided additional comments regarding this strategy.  Overall, comments are positive, with two caveats: remember that openness applies to internal as well as external audiences (active Army civilian with 30 years experience); and concerns about commanders’ willingness to execute this strategy (multiple respondents).

Agenda Setting

     Agenda setting is putting everything on the record, especially during the beginning phase of a crisis.  Communicate your values first, before worrying about what the media is asking (Hunter, et al., 2000).  This strategy is one of the most frequently used with approximately 69 percent of respondents saying they have used it (see Appendix F).  The 34 respondents who have used this strategy rated it as moderately effective overall with a mean score of 3.26 and standard deviation of 1.31. 
     Providing key messages to key communicators is one of the tactics used to support this strategy.  Other tactics include: controlling the message by telling the truth and answering questions before they were asked, prepared statements and designated subject matter experts as spokespersons, and getting key messages out early to gain the media’s trust.
    Most survey respondents (35) said they would consider using this strategy for future crisis situations.  They also provided additional comments such as:   “The individual who was tasked with presenting the agenda switched gears without concurrence of other team members and opened the floor to questions. It was a disaster.”  (active Army civilian with 10 years service) and  public affairs personnel must be prepared and proactive, and that providing releasable information about an incident will keep the media from speculating (multiple respondents).

Relevance

     Relevance is communicating the importance of the issue that brought on the crisis while not allowing that action to be questioned.  More than 60 percent of respondents (30) reported having used this strategy (see Appendix G). The strategy was rated moderately effective overall with a mean score of 2.80 and standard deviation of 1.37.
     Respondents employed these tactics when using relevance: make sure the public affairs personnel understand the relevance before communicating it to the target audience, announce the incident before the media finds out about it, and putting the focus on the real issue.  This strategy would be used by 40 of the 49 respondents in future crisis situations. 
     One respondent noted that what the organization thinks is relevant may not be what a reporter thinks is relevant (Coast Guard NCO with 9 years experience) and "Again, be very careful using a crisis situation as an opportunity to "spin" the story into something it is not. The story is what it is, not what we SAY it is. Deal with it." (active Army civilian with 30 years experience).

Legal Limitations

     This strategy seeks internal legal counsel immediately, however, all advice from council must come as fast as media questions (Hunter, et al., 2000).  Legal limitations is one of the most frequently used with 73.5 percent of respondents saying they have used it (see Appendix H).  The 36 respondents who have used this strategy rated it as moderately effective overall with a mean score of 2.95 and standard deviation of 1.54.
     Although used by nearly 74 percent of respondents, this strategy only received comments about one tactic: close coordination of releases with the staff judge advocate prior to sending them to the command group for release authority.
     The projected use in future crisis situations garnered 73.5 percent support.  The one comment on this strategy was: “Coordinate sensitive releases and questions and answers with the staff judge advocate before sending them to the boss for approval.  Do not wait until there is a crisis to establish relationships with the lawyers” (active Army officer with 4 years experience).

Legal Implications: Cultural

     The legal implications: cultural strategy states that council addressing the crisis must understand legal implications in the host country and how the law will be enforced (Hunter, et al., 2000).  The reported use for this strategy was the lowest, at only 30.6 percent (see  Appendix I).  The 15 people who reported using this strategy rated it as somewhat effective overall with a mean score of 3.29 and a standard deviation of 1.38.  The low report of usage could be attributed to a lack of overseas respondents, since the strategy is applicable primarily in overseas locations.  Although few reported using the strategy, 61 percent report potential use in the future.  No respondents provided comments.

Release Coordination

     Hunter, et al. (2000) defines the release coordination strategy as ensuring that everyone in the coordination process is aware of the crisis issue and is not releasing conflicting information.  This strategy has been used by 91.8 percent of survey respondents, making it the most used (see Appendix J).  Nearly half the users of this strategy rated the perceived effectiveness as extremely effective although the mean score was 3.36 with a standard deviation of 1.69.
     Comments about tactics used under this strategy include; ”Coordinate, coordinate, coordinate, but do it quickly.” (active army civilian with 32 years experience); “The commander tells all agencies involved in coordination that the public affairs officer is the single release authority.” (active Army officer with 30 years experience).  The majority of respondents (45) report they would use the release coordination strategy in future crisis situations. 

Public Think

     Public think refers to what the public thinks about the crisis. It is what the public (both internal and external) wants to know from the public affairs professional about the crisis. This strategy has been used by 73.5 percent of respondents (see Appendix K). More than 45 percent of those who have used public think perceive it as extremely effective; however, the mean score was 3.44 with a standard deviation of 1.73. 
    The single comment received explains: “Public think appears to be a good strategy to anticipate public interests and putting incidents into context.  It seems especially useful for developing Q's and A's but I don't think it will stand on its own, must be coupled with openness and message to be successful, otherwise, we're letting the public control the agenda.” (active Army officer with 4 years experience)  Forty-three participants (87.8 percent) agree, saying they would use this strategy in the future.

Responsiveness

     The responsiveness strategy is acting quickly and responding to any request for information or about issues affecting the crisis.  All but five respondents (89.8 percent) said they have used this strategy (see Appendix L). More than 55 percent of the practitioners who have used responsiveness rate it as extremely effective. The mean score is 3.75 with a standard deviation of 1.65. The responsiveness tactic respondents furnished most often is that public affairs professionals should anticipate the needs of the media and plan to meet them before they even know they have them. 
Among respondents, 91.8 percent reported they would use this strategy in future crisis situations. “Responsiveness requires heads-up thinking and team play among the commander’s staff.” (active Army officer with 8 years experience)

Message

     This strategy requires ensuring the appropriate message is addressed at all opportunities, especially during the initial phase of the crisis. More than 90 percent of participants have used the message strategy, giving it an overall effective rating (see Appendix M). The mean score is 3.53 with a standard deviation of 1.55. Although more than 38 percent rated it extremely effective, only one tactic was mentioned: “Command messages should get worked into every document, not in an obvious way, but as part of the substance of the message.” (active Navy officer with 5 years experience) 
     All but two respondents (95.9 percent) said they would use this strategy in the future. The single comment sums it up: “Message is not everything, it is the only thing.” (active Army officer with 4 years experience)

Cultural

     Cultural strategy requires that public affairs practitioners be aware of cultural and ethnic sensitivities, and language (Hunter, et al., 2000).  More than half of the respondents (27) reported having used this strategy (see Appendix N). Those that have used it rated it at both ends of the spectrum from extremely ineffective (23 percent) to extremely effective (39 percent), giving this strategy a mean score of 3.38 with a standard deviation of 1.65. Tactics employed with this strategy include: understanding the philosophy of external organizations; researching how media in different locations distribute information, and develop an awareness campaign in local languages. Almost 90 percent of the respondents reported they would use this strategy. Comments noted that: “The cultural strategy is essential to communication overseas and public affairs practitioners must show empathy.” (active Air Force Officer 30 years experience)

Single Spokesperson

     Hunter et al., (2000) state that single spokesperson entails training and equipping a single source to answer all queries regarding the organization’s role in the crisis. Nearly two-thirds of respondents (36) have used this strategy, most of them, 40 percent rating it highly effective (see Appendix O). The mean score is 3.39 with a standard deviation of 1.55. The only tactic submitted suggests finding a subject matter expert, training them well, and using them consistently. Although 36 respondents have used this strategy, only 33 say they will use it in the future. The single comment received indicates that  “Public affairs personnel should conduct media training with the spokesperson.” (active Navy NCO with 10 years experience)

Firefighter

     The firefighter strategy refers to having someone or a group of people who examine issues that can intensify the situation during a crisis. Only 57.1 percent of respondents have used this strategy (see Appendix P). The overall rating is somewhat effective, with a mean score of 3.48 and a standard deviation of 1.53. No tactics were submitted for this strategy. Almost 80 percent or participants stated they would use this strategy in the future. The single comment recognizes applicability for crisis management planning.