57810 Risk, Issue and Crisis Communication
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particular session, location and mode of offering is the authoritative source
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Subject handbook information prior to 2025 is available in the Archives.
Credit points: 8 cp
Subject level:
Postgraduate
Result type: Grade and marksRequisite(s): 24 credit points of completed study in spk(s): C06129 Graduate Diploma Strategic Communication OR 24 credit points of completed study in spk(s): C04385 Master of Strategic Communication OR 24 credit points of completed study in spk(s): C04410 Master of Strategic Communication (Extension)
Anti-requisite(s): 57219 Issue and Crisis Communication AND 57610 Risk, Issue and Crisis Communication
Description
This subject prepares students to manage communication for risks, issues, and crises, vital for maintaining organisational resilience in today's interconnected world. They learn to craft strategies that effectively convey complex information to stakeholders, enhancing their ability to prevent escalation of issues to crises and protect reputations. Through critical analysis of real-world cases, students gain insights into the lifecycle of crises and the importance of the intervention of strategic communication in the cycle. Learning involves active seminar discussions and practical exercises, fostering a deep understanding of multimodal communication tactics within various theoretical frameworks.
Subject learning objectives (SLOs)
| a. | Critique risk, issue, and crisis communication practice guided by theory |
|---|---|
| b. | Develop crisis communication strategy in a time-pressured environment |
| c. | Develop a crisis communication response kit |
| d. | Demonstrate proficiency in academic writing and expression |
| e. | Critically analyse risk, issue, and/or crisis communication theory across cultural contexts |
Course intended learning outcomes (CILOs)
This subject engages with the following Course Intended Learning Outcomes (CILOs), which are tailored to the Graduate Attributes set for all graduates of the Faculty of Arts and Social Sciences:
- Critically, creatively and/or collaboratively analyse, debate and reflect on strategic communication models, practices and solutions by planning and executing a body of research to solve complex problems (2.1)
- Navigate and embrace the value of intercultural contexts for strategic communication practices (3.1)
- Counsel decision-makers about challenges and solutions in diverse contexts on issues of diversity, inclusion, equity, social justice and sustainability (5.1)
- Persuade and engage diverse audiences through both written and oral communication strategies, across a range of media formats, with consideration of others' needs and views. (6.1)
Teaching and learning strategies
Students participate in weekly face-to-face seminars. They engage in activities such as simulations, role-playing, collaborative scenario-building, small-group discussions, readings and case study digests and in-class presentations to unpack weekly modules. Students prepare each week by accessing subject resources online such as recorded concept videos, case studies, industry reports, readings, media stories, and preparatory interactive activities such as online discussion forums. Online and open education sources linked with the UTS Library, insights from industry guests, podcasts, videos and publicly available industry reports are additional resources to help facilitate student learning. Verbal feedback on performance in the subject will be provided to students in class prior to the census date.
Content (topics)
Students are introduced to key theoretical underpinnings on risk communication, issue communication, and crisis communication. They learn about topics such as reputation management during crises, stakeholder mapping for risk, issue, and crisis communication, crisis leadership and decision-making, media relations during crises, framing crisis messages, community activism in risk/issue/crisis communication, planning for risks/issues/crises, stakeholder emotions in crises and the impact of technology such as digital and social media and artificial intelligence in risk/issues/crisis communication.
Assessment
Assessment task 1: Report on Risk/Issue/Crisis Communication Case Study
| Objective(s): | a, d and e | ||||||||||||||||||||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Weight: | 50% | ||||||||||||||||||||||||||||
| Length: | 1500 words | ||||||||||||||||||||||||||||
| Criteria linkages: |
SLOs: subject learning objectives CILOs: course intended learning outcomes |
Assessment task 2: Crisis Simulation Exercise
| Objective(s): | b, c and d | ||||||||||||||||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Weight: | 50% | ||||||||||||||||||||||||
| Length: | 1,500 words for entire crisis communication response kit (or equivalent of 2 to 3 pages in total) | ||||||||||||||||||||||||
| Criteria linkages: |
SLOs: subject learning objectives CILOs: course intended learning outcomes |
Minimum requirements
In this subject assessment tasks are cumulative. Each task builds understanding and/or skills that is informed by formative feedback. All assessments must be submitted for students to pass the subject. Each task assesses unique subject learning objectives.
Attendance is essential in this subject. These classes are based on a collaborative approach that involves essential workshopping and interchange of ideas with other students and the tutor to build capacities towards meeting the subject learning objectives. A roll will be taken at each class (whether on campus or online). Students who have more than two absences from class will be refused marking of their final assessment (see Rule 3.8).
References
Required weekly readings are available via UTS Library and Canvas as noted in the Subject Reading List (separate document uploaded to Canvas).
Clausen, U., & Dellbrügge, M. (2023). Supply Chains, Costs and Investments in Times of Multiple Crises. In Advances in Resilient and Sustainable Transport (pp. 1–10). Springer International Publishing AG. https://doi.org/10.1007/978-3-031-28236-2_1
Coombs, W. T. (2019). Crisis Communication: The Best Evidence from Research. In The Routledge
Companion to Risk, Crisis and Emergency Management (1st ed., pp. 51–66). Taylor & Francis. https://doi.org/10.4324/9781315458175-6
Coombs, T., & Holladay, S. (2020). Corporate Character Assassination and Crisis Communication. In Routledge Handbook of Character Assassination and Reputation Management (1st ed., pp. 225–235). Routledge. https://doi.org/10.4324/9781315150178-17
Frandsen, F., & Johansen, W. (2020). Image repair theory. In Crisis Communication (Vol. 23, pp. 105–120). De Gruyter, Inc. https://doi.org/10.1515/9783110554236-004
Graham, M., Avery, E., Park, S. (2015). 'The role of social media in local government crisis communications', Public Relations Review, Vol. 41, pp. 386-394.
Heath, R.L. (1997). Strategic issues management: organizations and public policy challenges, Sage Publications, Thousand Oaks.
Heath, R.L. & Coombs, W.T. (2006). Today’s public relations: an introduction, Sage Publications, Thousand Oaks, p.390.
Jin, Y., Liu, B.F., Austin, L. (2014). 'Examining the role of social media in effective crisis management: The effects of crisis origin, information form, and source on publics’ crisis responses', Communication Research, Vol. 41, No.1, pp. 74-94.
Kreps, G. (2008). 'A Weickian Approach to Public Relations and Crisis Management', in T. L. Hansen- Horn & B. Neff, Public Relations. From Theory to Practice, Allyn & Bacon, Pearson, pp. 20-44.
Mazzei, A. & Ravazzani, S. (2015). 'Internal crisis communication strategies to protect trust relationships: A Study of Italian Companies', International Journal of Business Communication, Vol. 52, No. 3, pp. 319-337.
O’hair, D. & O’hair, M. (2021). Communicating Science in Times of Crisis: The COVID?19 Pandemic Volume 1. In Communicating Science in Times of Crisis (pp. i–ix). John Wiley & Sons, Inc. https://doi.org/10.1002/9781119751809.fmatter
Pathak, M. D., Kar, B., & Panda, M. C. (2022). Chaos and complexity: Entrepreneurial planning during pandemic. Journal of Global Entrepreneurship Research, 12(1), 1-11.
Sabuncuoglu Peksevgen, B. (2020). Themes in Issues, Risk and Crisis Communication: A Multi-Dimensional Perspective. Peter Lang GmbH, Internationaler Verlag der Wissenschaften. https://doi.org/10.3726/b17931
Shipway, R., Miles, L., & Gordon, R. (2020). Crisis communication for sport: handling issues of reputational risk, litigation and culpability. In Crisis and Disaster Management for Sport. Taylor & Francis Group.
Stephens, K.K. & Robertson, B.W. 2022, 'Social media platforms and broader participation in crisis communication', Social Media and Crisis Communication, pp. 156-67.
Ulmer, R.R., Seeger, M.W., Sellnow, T.L. (2007). 'Post-crisis communication and renewal: Expanding the parameters of post-crisis discourse', Public Relations Review, Vol. 33, No. 2, pp. 130-134.
Zhan, M. M., & Zhao, X. (2021). How Stakeholders React to Issues with Risk Implications: Extending a Relational Perspective of Issues Management. Journal of Contingencies and Crisis Management, 29(4), 385–398. https://doi.org/10.1111/1468-5973.12359