Agricultural Crisis Communication Using Social Media

Although no participants responded they used, or even had, a formal crisis communication plan, they recognized there was a need to have one. Organizations can be considered negligent if they have not assessed risks and created a response plan; an organization without a crisis plan is vulnerable to a multitude of serious consequences during and after a crisis.

Participants suggested that a crisis communication plan should focus on establishing a presence on social media outlets prior to a crisis event. According to Veil et al., social media can be used for establishing, fostering, and maintaining customer relationships. Effective social media prior to a crisis has been noted to help in crisis situtions. One participant noted that he used his blog prior to the crisis to share his experiences in agriculture, which later helped in dealing with the crisis. Blue Bell Creameries had established an active and strong social media presence prior to its 2015 Listeria outbreak, which possibly contributed to the overwhelming messages of support and loyalty on its Facebook page during the crisis.

During a Salmonella outbreak in peanuts, a practitioner shared that social media would have made a noticeable difference in their crisis communications plan. Most participants in this study agreed their social media efforts were highly effective in helping disseminate crisis news and information and had a major impact on the communication they underwent during the crisis. Liu et al. stated that social media has become "a cultural phenomenon that has changed how all organizations manage crises online". Social media has the potential to have both a direct or indirect impact on audiences during a crisis situation, especially as journalists increasingly turn to social media for news generation. In natural disaster crises, social media has been a crucial piece of the communications strategy as it can help with emergency response, crowd-sourcing assistance, and charitable donations. Further, sometimes social media is operational in a natural disaster, even if traditional media outlets are not.

From existing literature and the data that emerged from this study, a model for incorporating social media into a crisis communications plan was developed. The model incorporates the guidelines proposed by Coombs, Irlbeck et al., Horsley and Barker, and Augustine. In short, these authors propose pre-crisis activities, such as risk- assessment, spokesperson training, relationship development, and crisis team identification. During a crisis, responsibilities include team activation, media monitoring, communication with internal and external stakeholders, and adjustments to strategy as needed. Following a crisis, the team should evaluate, learn from the experience, adjust the crisis plan as needed, and move back into the pre-crisis stage. However, the aforementioned literature provides little focus on social media. With the general crisis communications activites in mind, the authors developed a different model and incorporated social media into the three main areas of pre-crisis, in crisis, and post crisis (see Figure 2). Each stage of crisis communications requires some specific actions on behalf of the organization on social media.

In the pre-crisis stage, where organizations will spend the majority of their time – some will never leave – organizations should use social media to establish a presence, connect with stakeholders and the public, provide transparency, build relationships with key audiences, and gather relevant and related resources that can be referenced or shared (top left of Figure 2).

In the event that a crisis occurs, organizations would then move into the in-crisis stage (top right of Figure 2). During this time, organizations implement their crisis communication plan and put their training into action. During a crisis event, organizations should provide an immediate initial response on social media; respond to issues and comments surrounding the crisis; develop and provide a clear, unified message on behalf of the organization; and strive to provide accurate and personal accounts of the crisis situation. Most of the participants in this study said they did not have a formal plan; however, all risk and crisis communications literature cited stresses the importance of an official plan.

Once the crisis is resolved, organizations transition into post-crisis (bottom of Figure 2) and revise and refine the plan based on its effectiveness during the crisis. All of the participants spent time discussing the lessons they learned during their experience. Organizations should also be prepared to continue participating in conversations about the crisis and its affects even though it has been resolved. Also, continual engagement with stakeholders to foster and maintain relationships is key. Finally, organizations will transition back to the pre-crisis stage and begin the process over again.

Recommendations for Practice

Organizations should implement social media as part of overall communications. As a majority of the public is actively using social media to find, share, and comment on news and information, using these tools regularly and consistently will allow organizations to be a source of information that is trustworthy and reliable. It is also recommended that organizations engage with their followers early and often so relationships can be established well before a crisis event occurs.

A well-established crisis communication plan that features social media allows organizations to respond accordingly and swiftly during a crisis rather than hesitating to respond or not responding at all. Having a plan of action provides immediate contact with consumers, media, and other stakeholders.

Figure 2. Model of the Social Media in Agricultural Crisis Communication Theory.

It is also recommended that organizations undergo crisis communication training or provide such training for the crisis team. Many of the participants in this study indicated they had little or no experience with crisis communication. Providing some form of training may help organizations be better equipped to handle crisis situations in the future.