Bird Flu Breakout

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Just because a crisis isn’t in the news, doesn’t mean it’s gone for good

Don’t shelve that bird flu crisis plan just yet. In case anyone had assumed this threat was completely gone simply because it vanished from mainstream media coverage,the disease has actually killed two people this year in China, and another large outbreak was just discovered.

Here’s the report, direct from disaster and emergency monitoring group RSOE EDIS:

Agricultural authorities in northwest China have culled about 95,000 chickens after an outbreak of the H5N1 bird flu virus, state press reported on Wednesday. The outbreak in Touying township of the Ningxia region was discovered on Friday last week after over 23,000 chickens began showing symptoms, reported the Ministry of Agriculture. The ministry said the “epidemic is now under control”, the report said, while work teams have been sent to the area to step up prevention measures. China is considered one of the nations most at risk of bird flu epidemics because it has the world’s biggest poultry population and many chickens in rural areas are kept close to humans. In January, a man in southwest China’s Guizhou province died after contracting the bird flu virus, the second such fatality reported in China this year, health authorities said.

What’s the lesson here? Threats do not simply “go away” unless you find and fix the underlying cause. In the case of H1N1, organizations have no power to eliminate it. When that’s the hand you’re dealt, you’ve simply got to keep your ears open using services like RSOE EDIS, and remain prepared for action. You do have a plan for responding to an actual or threatened epidemic, right?

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For more resources, see the Free Management Library topic: Crisis Management
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[Jonathan Bernstein is president of Bernstein Crisis Management, Inc. , an international crisis management consultancy, and author of Manager’s Guide to Crisis Management and Keeping the Wolves at Bay – Media Training. Erik Bernstein is Social Media Manager for the firm, and also editor of its newsletter, Crisis Manager]

How to Evaluate on a Budget: DIY or Outsource?

A young-businessman-working-business-reports-using-computer.

This question has nagged me for a while. It emerged to the forefront as I recently considered the most efficient way to carry out my responsibilities, spurred on by the 20-80 rule: 80% of our outcomes come from 20% of our efforts. So how do you evaluate on a budget? Should you do-it-yourself (DIY) or outsource? We’ll begin by considering some of the advantages of either option.

Advantages of the Do-It-Yourself Approach

Firsthand Knowledge of Issues

We are sometimes our own worst critics. But we may have more to offer than we’d imagine. Recently I had the privilege of working with stakeholders who have personally experienced the challenges their program addresses. I emerged from that meeting with a deep appreciation for the collective wisdom of program participants and those who work closest with the people who receive a non-profit’s services. It is also vital to fully coordinate evaluation efforts with existing program operations, especially to plan program evaluation during program planning stages.

Save Money

It goes without saying that you can streamline evaluation-related costs and increase efficiency by using in-house staff who are most familiar with the way a program operates.

Save Time

In-house staff already have relationships with program participants and thus need not go out of their way to build trust. Building trust takes time! Good evaluations are founded on relationships of trust with program participants. If they do not like or trust the person who is administering the evaluation, can we truly expect genuine and forthcoming answers? Also, staff can gather data (via surveys, interviews, etc) in the course of carrying out their responsibilities. Since they know the ins and outs of a program, program staff’s expertise is vital to the success of any program evaluation.

While in-house staff bring indispensable strengths to an evaluation, please also consider the advantages of using an external evaluator.

Advantages of Using an External Evaluator

Expertise

We’ve all probably had these thoughts at some point or the other:

“Evaluation is not rocket science, anyone can do it!”

“What is so hard about designing a survey, distributing it and analyzing the data? Even a high-school student can do it.”

This topic was recently broached within an online American Evaluation Association Thought Leader Discussion Group. The danger is that evaluation can seem a lot easier than it actually is. But if you look at Program Evaluator Job Announcements, you’ll notice specific qualifications. The following is a sample of what you may see for a junior level position:

  • at least a Masters in Social Sciences or Public Health, Ph.D. preferred
  • at least 1-2 years of experience conducting program evaluations
  • strong communication and interpersonal skills
  • experience with quantitative data analysis and with data analysis software, such as SPSS

The general consensus seems to include the above qualifications as well as engagement in professional continuing education in the field of program evaluation. (Before you stop reading this post and throw up your hands in despair because you do not have the budget to hire another person, please keep reading. we’ll get to possible solutions to this dilemma soon!)

There have been reams of papers and chapters written on program evaluation, specific models, quantitative and qualitative methods and survey design. Enough to make even the most experienced evaluator feel that there is always so much more to learn! Other evaluation colleagues often call attention to mistakes that well-intentioned novices have made, for example, in sharing evaluation results and data.

Sure, it is important to maintain a level of healthy skepticism: of course, any evaluator will want to make a case for why you should hire a professional to do the job right. But I’d encourage you to also consider how much risk you are willing to take if an evaluation is not done properly. What do you stand to lose? Think about all the ways that misrepresented data could hurt your program. Think about all the opportunities to grow and improve your program that may be lost through a botched evaluation.

Objectivity

Again from first hand experience, I’ve heard stakeholders closest to the program express appreciation for the objectivity and fresh perspective that an external evaluator (also known as an independent evaluator) brings to the table. Program participants may feel awkward being forthcoming with those actually delivering the services. Due to their existing relationships with program staff, participants may feel subconsciously pressured to give answers that they think staff want to hear.

Ability to Coordinate

Having a skilled evaluator coordinate an evaluation effort will spare you headaches and worry. This may be a better option over merely dividing up responsibilities among maxed-out staff or having to worry about coordinating an extra project on your own.

Possible Solutions

Alright, now we come to the simple solutions. Coordination implies that you do not have to hire the evaluator to do everything! This translates into cost savings. Carter McNamara, Ph.D. astutely applied the 20-80 rule to program evaluation in his article Basic Guide to Program Evaluation. Since 20% of the effort can produce 80% of the outcomes, a good option may be to contract with an external evaluator just for the 20% of effort that produces the 80% of outcomes. I agree with Dr. McNamara that the best responsibilities to outsource would be the design of the evaluation and surveys. I’d also add data analysis and reporting.

Data collection can be most time-consuming and expensive. Using program staff for these functions may be a good compromise, as long as measures are taken to encourage objectivity, for example, a volunteer placing surveys in sealed envelopes.

If you still find the notion of contracting with an independent evaluator daunting, consider the following solutions that I have observed other non-profits use. Once you have clearly defined the scope of a very feasible evaluation project, carefully recruit and choose a well-qualified:

  • graduate student whose rates and schedule may be more flexible
  • pro bono evaluator who may be trying to gain expertise in a new area or may just be interested in giving back
  • a stay-at-home parent who may be willing to trade their program evaluation expertise for more flexible terms.

You may considering beginning your recruiting efforts at the American Evaluation’s Association’s Career Center or on AEA’s LinkedIn Group. Here is some further reading on using an external evaluator from the Centers for Disease Control and Prevention.

Evaluating on a budget doesn’t have to be an unattainable dream and neither does it have to be a do-it-yourself disaster. With creative and strategic solutions and careful planning, it can be a practical reality.

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For more resources, see our Library topic Nonprofit Capacity Building.

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Priya Small has extensive experience in collaborative evaluation planning, instrument design, data collection, grant writing and facilitation. Contact her at priyasusansmall@gmail.com. Visit her website at http://www.priyasmall.wordpress.com. See her profile at http://www.linkedin.com/in/priyasmall/

Is Siri Stalking You?

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What does your Siri history say about you?

How would you feel if we told you that the phone a great deal of your employees are carting around has transmitted data listing every new place they’ve visited in the past several months? Oh, and it’s also copied every entry in their contact list and every web search they attempted. Breach of confidentiality, anyone? Those are exactly the type of fears organizations have to consider now, as information surfaces about just how Apple’s Siri voice-assistant software functions. Here are more details, from a CNN article by Wired’s Robert McMillan:

IBM CIO Jeanette Horan told MIT’s Technology Review this week that her company has banned Siri outright because, according to the magazine, “The company worries that the spoken queries might be stored somewhere.”

 

It turns out that Horan is right to worry. In fact, Apple’s iPhone Software License Agreement spells this out: “When you use Siri or Dictation, the things you say will be recorded and sent to Apple in order to convert what you say into text,” Apple says. Siri collects a bunch of other information — names of people from your address book and other unspecified user data, all to help Siri do a better job.

How long does Apple store all of this stuff, and who gets a look at it? Well, the company doesn’t actually say. Again, from the user agreement: “By using Siri or Dictation, you agree and consent to Apple’s and its subsidiaries’ and agents’ transmission, collection, maintenance, processing, and use of this information, including your voice input and User Data, to provide and improve Siri, Dictation, and other Apple products and services.”

Apple’s brand loyalty is so strong that there is pretty much zero chance its fans are going to cast their iPhones aside. Apple would probably be wise however, to develop a way to disable the storing of Siri inquiries, at least on enterprise networks, before the threat of private information being exposed pushes corporate buyers toward competing products.. Policies like the one IBM adopted seem well-tuned to meeting the needs of both business and employee, at least for the time being, allowing individuals to keep their phone of choice while restricting access to the point of vulnerability.

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For more resources, see the Free Management Library topic: Crisis Management
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[Jonathan Bernstein is president of Bernstein Crisis Management, Inc. , an international crisis management consultancy, and author of Manager’s Guide to Crisis Management and Keeping the Wolves at Bay – Media Training. Erik Bernstein is Social Media Manager for the firm, and also editor of its newsletter, Crisis Manager]

How You Can Cause a Crisis by Giving Someone the Finger

A woman working through some office crisis

Quick slip leads to national crisis

Sandwich specialist Arby’s is the latest to join the long list of fast food organizations to have served up various body parts to customers. By literally serving a 14-year-old a piece of an employee’s finger in a roast beef sandwich, one Michigan-area Arby’s kicked off a national crisis. Arby’s corporate response was to issue a vague statement claiming that it has been, “in touch with its nationwide network of restaurants to reinforce training and safety protocols for our 66,000 employees.” Although the thought behind the statement was good, it isn’t specific enough to be effective. In a recent USA Today article by Bruce Horovitz, BCM President Jonathan Bernstein offered his advice to Arby’s:

Explain preventive actions: Arby’s needs to explain, in detail, what it’s doing to make sure nothing like this happens again, says Jonathan Bernstein, president of Bernstein Crisis Management.

Incidents like this undermine customer’s faith in an organization, which in turn keeps them doing business with you. The only way to get it back (and thus, the dollars you’re missing out on) is for Arby’s to explain exactly how it is going to make sure that each and every one of us doesn’t end up being given the finger.

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For more resources, see the Free Management Library topic: Crisis Management
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[Jonathan Bernstein is president of Bernstein Crisis Management, Inc. , an international crisis management consultancy, and author of Manager’s Guide to Crisis Management and Keeping the Wolves at Bay – Media Training. Erik Bernstein is Social Media Manager for the firm, and also editor of its newsletter, Crisis Manager]

Citibank – A Grimm Fairy Tale (update)

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Citibank – A Grimm Fairy Tale

by Jonathan Bernstein

Once upon a time there were two young bankers. We shall call them Mut and Geoff.

Mut and Geoff were employed by — yea, verily — a bank. We shall call it Citibank. They worked in the towne of Pasadena, in the shire of Los Angeles.

In the latter half of March, in the year 2012, banker Mut contacted me, quite excited.

“Sire, as you know, Citimortgage currently holds the deed on your faire property. We thought you might be interested in refinancing now, because rates will rise as surely as scones contain currants.”

Now, dear readers, this possibility seemed to be a fairy tale, although young Mut claimed that it was one of the Hans Christian Anderson variety. In our reality, we had acquired said home in 2006, when the real estate market was at its very peak and, of course, soon became piqued. Thus, our residence lost 20% of its value (our down payment) in the subsequent two years. We believed, from what the Shire Assessor told us, that values had come back up perhaps 10%. But there was no way that our home could meet the magical 80/20 Loan-to-Value ratio required by lenders today.

“Nay nay,” sayeth Mut. “A home very comparable to yours, and barely more than a stone’s throw away from your abode, just sold for a price almost 20% HIGHER than what you PAID for yours.” Yes, he actually spoke in capital letters.

Thus encouraged, we said, “Yes, let’s proceed.” Mut inquired after and received information on our not-inconsiderable resources in order for his employer to be comfortable that we were unlikely to default on any agreement. As we had already been faithfully paying for the deed they already held in their vaults over the past six years, we were not surprised when they expressed the belief that we were unlikely to default on any agreement. An even more exhilarated young Mut then scheduled an appointment at our abode to begin the inevitable paperwork.

On the day of our appointment, Mut arrived in the company of Geoff who, we were told, did for the banking side of Citibank what Mut did for the mortgage side – recruited and served new customers as their “personal banker.”

The intrepid duo arrived bearing gifts, no less. A cup, although our cup cupboard already floweth over. A golf umbrella, should we want traffic helicopters and military spy satellites to be able to read the Citibank logo when it was in use. A zip-up money pouch with which to ferry our fortune to Citibank’s branches. A soft ball suitable for choking children and small pets. And a padded notebook computer case that was missing a handle.

Geoff took this opportunity to portray the many sundry benefits associated with becoming a “Citibank Gold” customer. “What!” exclaimed I. “We get more than this bountiful display of specialty product largesse just foisted upon us? Capital, just capital!”

Apparently, if we were willing to transfer every farthing we had saved and all immediately available monies to their safekeeping, Citibank would countenance a slight reduction in the lending rate and would assign a senior bank clerk to personally assist us with transferring our wealth and even increasing their assets…no, perhaps that was increasing our assets…ah well, I digress.

“How much do I need to transfer into a Citigold Account to receive these benefits,” I asked Geoff.

“Well,” he said, “If you transferred $250,000 we could…….”

At that point, Geoff thought it prudent to stop, as my fingers were involuntarily starting to clench as if around a man’s throat.

“Young sir, what is the MINIMUM that I need to transfer at this time for such benefits?” I said, prudently restraining myself.

“Sire, that would be only $100.”

“Make it so,” said I, fulfilling a long-time ambition to sound like the dashing adventurer Jean-Luc Picard.

With papers signed, Mut and Geoff departed our home. A few days later, as we expected, a private appraiser and her nervous-looking assistant wandered about our property, making notes and looking secretive. At one point, she spoke aloud about the number of bathrooms in our home, requiring my wife to note that somehow this skilled professional had missed one bathroom. We bid her farewell, and continued to wait.

Then, the electronic post delivered the appraisal report, which caused us, upon perusal, to feel shocked, dismayed, agitated, disheartened and completely out of sorts of all sort.

Readers, hark ye back to the beginning of this story, when Mut told us that a comparable commorancy had sold recently for a price “20% HIGHER than what you paid for YOURS.” The appraiser’s appraisal agreed that said property was physically comparable to ours — and noted that it had sold for exactly the same price as we paid for ours. Other comparable properties sold for even less. In short, the bank’s loan-to-value requirements could not be met and our entire experience had been for naught.

Then began a lengthy series of calls and emails between myself and Mut in which I noted, repeatedly, that whether by error or intent, he had enticed our participation in this lengthy process by using false information — and in which, repeatedly, he COMPLETELY ignored that assertion in favor of gobbledegook, gibberish and falderal.

His motive? Dear readers, I cannot read his mind. Maybe he was being lauded for simply bringing borrowers into their system, hoping to at least retain our banking business. Maybe he, a “home lending specialist,” couldn’t read a real estate listing. Maybe bank training and supervision had underserved Mut. I know not.

Imagine our amusement, then, when we received a form-missive from Citibank which read as follows:

“Pursuant to your request, we have withdrawn your mortgage loan, for the above referenced application, as of today’s date.”

Unable to restrain myself, I wrote to Mut one more time, asking him to inform his superiors that their letter was grossly inaccurate, that it should have said:

“Pursuant to our misrepresentation of home closing prices in your area and the subsequent appraisal that did not meet our LTV requirements, we have denied the mortgage refinance loan that we shouldn’t have approached you for in the first place.”

Admirer that I am of Don Quixote, Rambo and others who take on often fruitless quests, I felt compelled to continue the dialogue with “anyone other than Mut” at Citibank in the hopes of, perhaps, preventing another homeowner from being similarly victimized.

As I ready to publish this tale, I have been engaged in a thus-far-futile multi-day set of communications in and out of the land of Twitter, attempting to find a lending supervisor to contact me. Many have promised, none have done so to date. How utterly…Citibank.

[Jonathan Bernstein is president of Bernstein Crisis Management, Inc., author of Keeping the Wolves at Bay – Media Training and Manager’s Guide to Crisis Management.]

POSTSCRIPT – The above was published on 4-21-12. Below I will append the story with updates based on new contact from Citibank.

4-22-12 — This evening I received email from Friar Tuck, who has the daunting task of supervising young Mut. In the email, he claimed to have called my cellphone number several times, only to get someone with a Spanish accent telling him I wasn’t home. As neither I nor my wife have such an accent, and as no one else is ever in possession of said phone, this bizarre communication only added further dark comedy to my tale.

HOWEVER, dear readers, when I called the good Friar at his email invitation, for the first time I heard words appropriate to the situation — although, apparently, he had not read most of the emails I had exchanged with Mut, nor had he yet seen the story printed herein. He agreed that Mut’s nonsensical denial of reality had been inappropriate, and pledged to find out what happened and get back to me. He wisely “connected” with me by asking me questions about my interests and profession (smart work, Friar). And he hinted at the possibility that his bank might be able to do something to improve our mortgage situation in some way.

4-23-12 — Just when I thought I couldn’t be more astonished than I had been to date by the behavior of Citibank reps, I received this email from Friar Tuck, printed here verbatim:

Mr. Bernstein,

Can you please provide me with your complete address and loan number currently with Citibank? Yes, I do have access to the information, but to be honest it will be most accurate coming from you and since I am fairly new, it would take me more time than you would find acceptable. If you’d like however, I can get the information myself…you choose 🙂 I need to get it to my modification team to see if there is anything I can do.

Yes, you read that correctly. The bank officer came to ME to provide him with information on my mortgage with Citibank because it would be “most accurate” coming from me than from the bank’s own records! Not to mention that it’s inappropriate for banking officers to ask for that type of confidential information by email.

Additionally, I had neglected to mention earlier in this tale that young Geoff contributed further to our unhappiness, in that when we received the checks for our Citigold account, they were neither the design nor the number series we had requested. I called that to his attention a fortnight ago and he promised to remedy the error. He has not.

5-1-12 — In the week past, more rascalism ensued at the bank. My credit card invoice revealed that the aborted loan-related charges, which Mut said were being reversed, had not been. Tuck says he’s “on it” – but apparently “it” is a turtle. And Tuck’s emails make it clear that there is very little chance that any of this will be resolved in our favor.

END OF THE STORY – No resolution at all. Friar Tuck thought I should be impressed with the EFFORT they put into producing no resolution at all, however. Really! A direct quote:

“What I hope you take out of this is the amount of time we at Citibank have spent trying to resolve this to your 100% satisfaction.”

..and then he must have been eating some funny mushrooms he found in Sherwood Forest, because he added,”

“I hope that you choose to continue to do business with a bank that will dedicate this much time to making you happy.”

This situation has long since passed the “you couldn’t pay me to….” level. And so I must, sadly, bid Citibank adieu, and hope that they enjoy their petard hoisting party.

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For more resources, see the Free Management Library topic: Crisis Management
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The Digital Media Law Project

An office team having a meeting on digital appraisal;

[Editor’s note: We’re pleased to bring you this description of the Digital Media Law Project, written by Jeff Hermes, its director. We’re sure you’ll see the relevance to the field of crisis management.]

Providing Legal Resources to Online Journalism

Although some sectors of the journalism industry have recently shown signs of recovery, the future of investigative journalism remains uncertain and many local news markets remain undeserved. And yet, this is a period of striking innovation; experiments with new business models abound as innovators in the journalism space attempt to fill the information gap left by the contraction of traditional news organizations. Professional journalists have discovered a new voice through independent online ventures. Organizations and individuals without professional journalism training have launched services that perform functions similar to those carried out by traditional media.

But unlike established media organizations that have the resources to pursue reporting in the face of legal challenges, many online journalism ventures lack the legal expertise and financial resources necessary to protect themselves. Without assistance, one threatening letter can close an important avenue of reporting, and one lawsuit can shut down a promising journalism site. Access to experienced counsel can guide these parties through the risky early stages of a venture, and allow them to stand up for their First Amendment rights.

The Digital Media Law Project (“DMLP”), based at Harvard University’s Berkman Center for Internet & Society, works to ensure that individuals and organizations involved in online journalism and digital media have access to the legal resources, education, tools, and representation that they need to thrive.

The DMLP carries out its mission through five core initiatives: (1) maintaining a detailed legal guide for non-lawyers; (2) compiling a searchable database of legal threats directed at online publishers; (3) facilitating access for online publishers to legal representation through its nationwide attorney referral service; (4) engaging in research and responsive activity to address breaking issues in digital media law; and (5) publishing regularly on current issues in media law, technology law and journalism.

Legal Guide: Our Legal Guide provides guidance on a wide array of state and federal law topics, in a manner accessible to digital media creators and others without formal legal training. The Legal Guide is comprised of more than 600 detailed articles divided into six major topics: business formation; risks of operating an online business; newsgathering and privacy; access to government information; risks associated with publication; and intellectual property.

Threats Database: The DMLP maintains a publicly available database of lawsuits, subpoenas, and other legal threats directed at online publishers. The database currently contains over 900 entries, each consisting of a plain-language description of the case or threat and links to blog or press coverage. Most entries also contain the underlying documents, including copies of cease-and-desist letters, lawsuit complaints, legal briefs, and court orders. The database has been cited in more than thirty-five law journal articles, including articles by leading scholars in First Amendment and intellectual property law.

Attorney Referrals: For more than two years, the DMLP has operated the Online Media Legal Network (“OMLN”), a free legal referral service that connects digital publishers directly with experienced business and litigation counsel on a pro bono or reduced fee basis. We currently have more than 250 attorneys, law firms and legal clinics in 49 states plus the District of Columbia, and have assisted over 185 clients in finding legal advice with respect to more than 375 separate matters. The legal needs of OMLN clients are diverse, and have included issues such as for-profit and non-profit business formation, transactional and licensing issues, intellectual property disputes, newsgathering rights, and defense of defamation claims and other content liability issues. Neither clients nor attorneys are charged any fees by the DMLP; you can request legal assistance with your digital journalism or publishing project through the OMLN website.

Research & Response: Our central vantage point on issues affecting the journalism industry enables us to detect urgent issues affecting digital journalism as they arise. Our attorney and client networks, together with our tracking of legal threats, serve as an “early warning system” for urgent legal needs affecting the digital journalism community. This permits us to respond with relevant information and legal resources in an informed and timely manner, collaborating with our wide array of partner organizations where appropriate. We have drafted issue guides, filed amicus curiae briefs, spoken to the press and to audiences at conferences and universities, and served experimental journalism projects in an advisory capacity.

DMLP Publishing: Through the DMLP Blog, our staff and contributors comment on breaking news and current affairs in law and media. Contributors to the Blog include a diverse group of lawyers, law professors, law students, and others with an interest in digital media. We also publish a monthly newsletter, the Citizen Media Law Brief, which updates subscribers on the activities of the DMLP and provides links to media law-related news items from other sources.

For more information about the DMLP, please visit our website!

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For more resources, see the Free Management Library topic: Crisis Management
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Jeff Hermes is Director of the Digital Media Law Project, Berkman Center for Internet & Society

Handling Negative Comments

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Quality response is key

The surging popularity of social reviews by customers, along with the increasing heed they are paid by those seeking to hire a contractor or make a purchase, makes responding to and resolving complaints a major priority. Many will be rational, some will be pure emotional venting, and yes, there will be the trolls that are out to catch their jollies by provoking a rise out of you. The following quote, from a Social Axis blog post, holds some solid advice to get you on your way:

If someone is leaving negative comments about your company, respond! Even if they are intentionally attacking your company (or ‘trolling’), then invite them to please contact you directly so you can help them with their issues. And remember, if someone is leaving comments that personally attack your employees or customers, or that contain profanity or inflammatory language, you should delete them. Now if they are simply saying that they think your company sucks, deleting these types of comments will tend to draw more of the same. People can see when someone has crossed the line with the tone of their comments, and they won’t fault a blogging company for deleting comments in this case.

We would like to amend this with one recommendation – if the trolling is taking place on another forum or blog that you do not control, it’s often not a good idea to post your response there. Many times it will only serve to drive more views to the offending page, when your true goal is to attract them to your own.

If you need more motivation to ensure stakeholders are happy on a daily basis, the popularity of social review means another thing – when negative comments surface, fans of your company will often leap to its defense, backing you up and creating a powerful crisis management force.

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For more resources, see the Free Management Library topic: Crisis Management
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[Jonathan Bernstein is president of Bernstein Crisis Management, Inc. , an international crisis management consultancy, and author of Manager’s Guide to Crisis Management and Keeping the Wolves at Bay – Media Training. Erik Bernstein is Social Media Manager for the firm, and also editor of its newsletter, Crisis Manager]

Correcting a Customer Complaint Crisis

Two-ladies-working-on-a-video-test-project-together

Get it right, or the world will hear

When passengers aboard a Middle East Airlines flight discovered that not only did their plane have no air conditioning in the scorching heat, but was also full of broken tables, malfunctioning entertainment systems, and safety booklets stuck together with chewing gum, the logical first step was to ask the flight team about the plane’s shabby condition. Blown off by the lead stewardess, disgruntled passenger Hussein Dajani took his complaint to MEA’s Facebook page after landing, where he found support and many corroborating stories from fellow MEA customers.

MEA’s response? They banned Dajani’s account from their Facebook wall and deleted his posts. We’ve said it before, and you know we’ll say it again, deleting legitimate criticism is a surefire way to create a need for crisis management in your organization. With mainstream media in the region picking up the story, MEA had only one choice, take massive reputation damage in the court of public opinion, or set things right. This time MEA leadership made the correct call, and issued a fairly solid statement right where the action was, on their Facebook wall. Featuring an admittal of fault and outlining a plan to become more aware of both service issues and customer complaints, as well as offering a direct contact for customer complaints and including an increased interest and presence in social media, this step helped diffuse much of the negative sentiment gathering around the airline.

One thing MEA could have done better (avoiding the initial situation aside) is to include an actual apology in its statement, ideally in the opening paragraph, which reads:

In the past week or so, videos and pictures have been circulated on the web pointing out problems customers have faced on a couple of MEA flights. They included service quality issues such as an out of use seat and a dysfunctional display unit amongst others. These videos and pictures created with the intention of raising awareness about MEA’s customer service, and which have caused others to provide valuable comments and feedback, have been taken on-board wholeheartedly.

Tack a “We thank our customers for sharing with us, and apologize for any confusion or discomfort they may have experienced” onto that, and you raise the effectiveness of the entire statement. Overall, decent crisis management from MEA, especially for company that is still learning. So long as it truly works to solve the underlying issues at hand, MEA should come out of this one unscathed.

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For more resources, see the Free Management Library topic: Crisis Management
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[Jonathan Bernstein is president of Bernstein Crisis Management, Inc. , an international crisis management consultancy, and author of Manager’s Guide to Crisis Management and Keeping the Wolves at Bay – Media Training. Erik Bernstein is Social Media Manager for the firm, and also editor of its newsletter, Crisis Manager]

Tips on How to Conduct Interviews for Program Evaluation (Part 2)

An interviewer and a job seeker in an interview session

Tip #3: Use trained interviewers who are able to build rapport

Effective interviewing is both an art and a science and takes training and lots of practice! As I mentioned in my previous post, interviewers need to think quickly on their feet. This is important because they need to “go with the flow” so it seems more like a friendly conversation than an interrogation and still manage to cover all the major questions. If resources are very tight, consider networking to find a highly motivated graduate student or professional who is a stay-at-home parent who may be willing to conduct and analyze phone interviews from home:

  • either in exchange for a modest stipend or
  • pro bono to stay in touch with their field or branch out into a new area of expertise

In my early days of beginning to learn about qualitative methods (e.g. interviews, focus groups), I received a lot of help from Earl Babbie’s surprisingly down-to-earth textbook “The Practice of Social Research.” I still recommend this book as a great resource for interviewers.

Tip #4: Obtain audio recordings with the permission of your respondents.

Remember to make a decent audio recording of interviews and to obtain consent before doing so. Some evaluators decide to translate interviews word-for-word, even including non-verbal events such as pauses, laughter, etc. Weigh the benefits and costs of transcription versus detailed notes.

Tip #5: Conduct interviews and begin analyzing results simultaneously

Keep an eye out for emerging patterns and themes as you conduct interviews. Analyzing the interview results for themes, also known as qualitative analysis or coding, as you go, helps alert you to modifications you may need to make to questions to best capture the information you need. For example, in a recent set of interviews, I soon realized that my questions needed to be more direct. For example, “do you receive XYZ type of support?” versus the more indirect: what benefits do you receive from this program? (Although the indirect question can yield a wealth of information on unanticipated outcomes that are still very important!)

Tip #6: Allocate time to learn to use software that assists with qualitative analysis of your data, if needed.

Generally, these tools are very beneficial if you are using multiple interviewers and have a large number of respondents, or if the analyst detests the tedious work that accompanies coding transcripts for themes. These tools do not replace the important role of manually reading and re-reading the interview transcripts though. The American Evaluation Association has a LinkedIn group that is a great resource for questions related to which software to use and for those interested in evaluation in general! http://www.linkedin.com/

Tip #7: Begin writing the interview report even before you have finished analyzing all the data

Stepping back and beginning to see the big picture helps to deal with analysis paralysis or the condition of over-thinking about and over-analyzing the data. Your inputs affect your outputs. Well-designed interview questions that are based on the peer-reviewed literature as well as candid feedback from your program stakeholders, in concert with skillful interviewing techniques, all contribute to facilitating a meaningful and informative interview report.

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For more resources, see our Library topic Nonprofit Capacity Building.

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Priya Small has extensive experience in collaborative evaluation planning, instrument design, data collection, grant writing and facilitation. Contact her at priyasusansmall@gmail.com. Visit her website at http://www.priyasmall.wordpress.com. See her profile at http://www.linkedin.com/in/priyasmall/