École du management et de l’innovation, Master in Communications, Media and Creative Industries Participation, notably during crisis simulation exercises (15%). Workload : This course requires dedicated media watch and strong personal involvement (preparation of written and oral assignments). Pedagogical method : 24 hours : 12 two-hour sessions. Seminar course. Class discussions on current crisis situations covered by traditional and social media, student presentations and participation, crisis simulation exercises. Each session will be roughly divided in to three parts : Mock TV Interview : “1 crisis/ 7 minutes” : live debate between two students on communication strategies, based on the latest news. This introductive exercise will be followed by a debate with the class. (25 minutes) ; A theoretical and practical lesson. Keynote speakers will sometimes intervene to shed a different light on speciﬁc aspects. (45 minutes) ; Seminar/Group presentations. (30-minute presentation followed by 15 minutes of discussion/debate). Course Description : With 24-hour global news streams, inﬂuence (beyond the traditional management of image or reputation) has become the core of all business, political and institutional strategies. Storytelling must now be accompanied by an ability to create a contagion effect and share positive emotions. This applies to both traditional and social media, to such an extent that democracy is occasionally accused of making the narrative prevail over action, and leading stage craft to replace state craft. In this post-digital age, the cards have been reshufﬂed. Telling the story is no longer an exclusive of traditional powers : the media, opposition parties, experts, and citizen journalists have all become equal players. Anyone and everyone is a potential whistleblower, who can steal the show, and actually run it. Successful communication has become a collective performance and the public opinion is now part and parcel of the decision-making process. With a permanent news ﬂow, reputation is a license to act, and being inﬂuential has ceased to be a choice : it is now a pre-requisite for success. There has been an evolution from potential crises to ever-present risks. Inﬂuence strategies need to be constantly re-thought and updated, taking into account all potential crisis scenarios. Therefore, engaging the public opinion is a pre-condition for the survival of companies, institutions, and leaders. It also offers unprecedented opportunities to transform crisis management into reputation building through strategies of Augmented inﬂuence. How to leverage rolling polls in a strategy of inﬂuence ? How to reconcile power status and continuous information ﬂow, institutional stature, and reality-TV, proximity and distance, sovereignty and accessibility ? Should political ﬁgures draw inspiration from brands' communication and their ability to mobilize audiences/ citizens ? How do corporate communication, inﬂuence, and lobbying overlap ? What is the actual power of social networks in the development of crisis situations ? This course aims at clarifying the new ecosystem of inﬂuence and better managing it to positively inﬂuence the public debate and efﬁciently defuse crisis situations. Required reading : Bloch, (Emmanuel), Communication de crise et médias sociaux, Dunod, 2012 ; Gaines-Ross, (Leslie), Corporate Reputation : 12 Steps to Safeguarding and Recovering Reputation, Wiley, 2008 ; Coombs, (Timothy, W.), Holladay, (Sherry J.), The Handbook of Crisis Communication, Wiley-Blackwell, December 2009 ; Woll, (Cornelia), Le Lobbying à rebours : L'inﬂuence du politique sur la stratégie des grandes entreprises, Sciences Po Les Presses, 2011 ; Solis, (Brian), Breakenridge, (Deirdre K.), Putting the Public Back in Public Relations : How Social Media is Reinventing the Aging Business of PR, Financial Times/ Prentice Hall, 2009.
COMMUNICATIONS POLITIQUES ET COMMUNICATIONS DE CRISES : DES RELATIONS TUMULTUEUSES
Semestre : Automne Nombre d'heures : 24 Langue d'enseignement