危机管理公共关系外文设计翻译.docVIP

本科毕业设计（论文） 外 文 翻 译 原文： Crisis management – public relations Damage to an organization’s reputation can so easily be caused by a flippant remark; for example Ratner’s shares collapsed through the chief executive’s careless joke. At a time of crisis, the effect of flippant comments or platitudes can exacerbate this effect. The comment by Eurotunnel抯 president, in which he described the fire as 揳n unpleasant incident? which was adjusted a few hours later to 揳 serious incident?was evidence of poor management of the release of information, which resulted in the impression that safety fears were not being taken seriously. Hill and Knowlton抯 director of crisis management, David Brotzen, commented that they did well to keep the incident to a question of freight safety rather than letting Le Shuttle become implicated. But: if I was their PR, I抎 take the media in, show them what happened and why. I抎 launch an independent investigation into the cause and severity of the fire and be open and honest about its findings. I抎 also review all rolling stock to reassure all travellers that safety is number one priority (Beenstock, 1996). Basic rules A few basic rules have clearly emerged from the above examples. First of all the importance of telling the truth. Second, rather than let the media network speculate, use the media network as a opportunity to disseminate your information. Leave no room for speculation ??if you can抰 tell them something, tell them why you can抰 tell them?(PR Journal, 1995). Appropriate apologies Perhaps another basic rule to be mentioned at this point is the need to apologize promptly when appropriate. Sir Jeremy Morse, banker and past chairman of the Institute of Bankers, maintains that it almost always pays to issue an early apology. Although this could lead to an organization being blamed for something which is not its fault, he comments: Nevertheless, there are two central reasons why this is usually the right course. First, externally,