A Team Takes on a Communication Challenge
Key Issues. Two sets of overlapping issues underlie this Scenario: the group production of communication products, and crisis communication.

Group issues include the relationship between how a group is formed and how it functions, leadership, and operating procedures. This group is formed--and its leader appointed--by corporate superiors. How does that affect the way it operates? Does the group adequately develop a charter of procedures to guide its work? Does putting Tanya in charge imply a reduced role for Mitch in the merged company? How does he handle this? Should the two CEOs involve themselves more or less in the group's work? Are procedures for getting their buy-in adequate? Crisis communication issues include the framing of a core message, the timing of its release, the varied forms that the communications need to take because of audience differences, and the involvement of senior executives in delivering messages. Appendix C discusses these issues and presents practical guidance for communicating in a crisis.

Opportunities for Assignments.

1. For individuals: draft the core message. Compare several of these from different individuals.
   
   
2. For groups: draft the core message. Notice the competing interests and approaches of members of the group and how these are resolved to create a message all can agree to.
   
   
3. For individuals or groups: draft one or all of the written documents (media release, employee notice, letter to shareholders). Pay particular attention to the ways in which the core message is shaped differently for audiences with different expectations and needs.
   
   

Opportunities for Role Playing.

1. Group of three: play Mitch, Tanya, and Hugh as if they are meeting in person rather than working via phone and e-mail to draft the core message. How do group dynamics affect the work when it is done in person?
   
   
2. Group of five: play Mitch, Tanya, Hugh, and the two CEOs as if they are meeting in person at the beginning of the assignment to clarify outcomes, procedures, and leadership. Mitch, Tanya, and Hugh should press for the greatest clarity in their assignment.
   
   
3. Two persons: play the CEOs as they meet (separately) with employees to explain the merger. The class plays the employees.
   
   
4. Two persons: play the CEOs as they meet with the media to announce the merger. The class plays representatives of the media.