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| Section | Objectives |
|---|---|
| Implementation and Management | - Execution of communication plans
|
| Evaluation and Measurement | - Performance measurement
|
| Strategy and Planning | - Communication strategy development
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| Principles of Strategic Communication | - Research and Analysis
|
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NEW QUESTION # 19
An executive of the company has been accused of wrongdoing. What should be the communication manager's appropriate sequence of actions to address this situation?
Answer: C
Explanation:
In strategic communication management, accusations of executive wrongdoing represent high-risk reputational crises that demand discipline, sequencing, and governance. The correct response begins by referring to the organization's crisis communication plan, making option D the most appropriate sequence.
Crisis plans exist precisely for moments like this-providing predefined roles, escalation paths, legal coordination, approval protocols, and message principles. Acting without first consulting the plan increases the risk of inconsistency, legal exposure, and reputational damage.
Once the messaging strategy is aligned internally, employees should be engaged next through a town hall or structured internal briefing. Employees are primary stakeholders and informal ambassadors of the organization. If they are not informed early, they may learn details through the media, fueling rumors and eroding trust. Strategic communication management consistently emphasizes internal alignment before external disclosure to maintain credibility and morale.
After internal stakeholders are informed, the communication manager should then engage the media by scheduling a press conference if appropriate. This step allows the organization to manage the narrative proactively, demonstrate accountability, and provide context under controlled conditions rather than reacting to speculation.
Issuing a formal statement through the wire should occur last, once facts are confirmed, messaging is aligned, and spokespersons are prepared. Wire statements serve as permanent public records and should reflect the organization's most accurate, legally vetted position.
The incorrect options prioritize external communication or media engagement too early, bypassing governance and internal trust-building. Strategic communication management stresses thatprocess before publicityis essential in crises involving leadership credibility. Option D reflects best practice by protecting reputation through preparation, alignment, and disciplined execution.
NEW QUESTION # 20
The communication manager was just part of an embargoed briefing where the chief executive officer (CEO) and other leaders learned that the new government budget means a very positive impact for the organization.
A reporter with whom the lead communicator has a good relationship called to get an immediate interview with the CEO, as he is on deadline. In this situation, the communication manager should:
Answer: C
Explanation:
From a strategic communication management and ethics perspective, declining the interview is the correct and most professional response because the information is under embargo. An embargoed briefing is a formal agreement that information will not be shared publicly until a specified time or condition is met. Violating an embargo undermines trust, credibility, and professional integrity, regardless of how positive the news may be or how strong the media relationship is.
Strategic communication management emphasizes that ethical obligations override convenience, relationships, and perceived opportunity. Agreeing to an interview-whether on or off the record-would breach the embargo and expose the organization to reputational, legal, and regulatory risk. "Off the record" agreements are particularly risky, as they rely on informal trust rather than enforceable rules and can easily be misunderstood or ignored under deadline pressure.
Option B is incorrect because ethical standards do not change based on personal relationships with reporters.
Professional credibility depends on consistency and fairness, not favoritism. Option C attempts to bypass the embargo by substituting a spokesperson, which still violates the spirit and intent of the embargo agreement.
Option A is especially problematic because it creates ambiguity and false security in a time-sensitive media environment.
Declining the interview does not damage media relationships when handled professionally. A communication manager can explain that the information is embargoed and commit to scheduling an interview once the embargo is lifted. Strategic communication management recognizes that responsible journalists respect embargoes, and honoring them reinforces the organization's reliability as a source.
By declining the interview, the communication manager demonstrates ethical leadership, protects organizational credibility, and preserves long-term trust with both leadership and the media-core principles of ethical and effective strategic communication management.
NEW QUESTION # 21
It is the beginning of May. You work for a trade organization that surveyed its members for feedback on a series of policy issues. A total of 300 members of the organization of 15,000 answered the survey in January.
You have been tasked by the general manager to communicate the survey results to the press and make the results as appealing as possible for journalists. Of the following options, which one is unethical?
Answer: A
Explanation:
Ethical communication requires accuracy, transparency, and honesty. Presenting January survey results as April results (C) is a clear misrepresentation of facts and violates core ethical principles of Strategic Communication Management. Timing can significantly influence how data is interpreted, especially in policy, regulatory, or advocacy contexts.
SCMP standards emphasize that communicators must never distort information to enhance perceived relevance or impact. Mislabeling the timing of data intentionally deceives stakeholders and journalists, undermining trust and exposing the organization to reputational and legal risk.
While omitting sample size (B) is poor practice and weakens credibility, it is not inherently deceptive if not required. Selective visuals (A) are acceptable if they do not mislead, and targeted media distribution (D) is a standard strategic practice.
Ethical breaches are defined by intentional distortion, not by strategic framing. Option C crosses that line by altering factual context. Senior communicators are guardians of organizational integrity, and SCMP-level professionals are expected to advise against actions that compromise trust-even under pressure to achieve visibility.
Integrity is non-negotiable in strategic leadership communication, and accuracy is its foundation.
NEW QUESTION # 22
A company's communication director was interviewed by a reporter about the company's new service line. In the article, the communication director was quoted as projecting a 33% growth in revenue, rather than the correct projection of 13%. The communication director is sure they said "13%" to the reporter during the interview, but it was conducted over the phone and nothing was recorded or communicated in writing. The company's chief executive officer is concerned about stakeholders' perceptions and expectations. Which of the following is a step that the communication director would take?
Answer: A
Explanation:
From an ethics and strategic communication management perspective, the most appropriate and responsible action is to contact the reporter with the correct information and request that a correction be published, if possible. Option C reflects professionalism, ethical conduct, and respect for journalistic processes while prioritizing stakeholder trust.
Errors in media coverage can occur, particularly during verbal interviews where no written confirmation exists. Ethical communication practice requires organizations to address inaccuracies promptly and constructively. By calmly providing the correct information to the reporter, the communication director demonstrates accountability and a commitment to accuracy without assigning blame or escalating conflict.
This approach preserves the working relationship with the media, which is essential for long-term credibility.
Demanding a correction or blaming the reporter (Option D) risks damaging that relationship and may reduce the likelihood of cooperation. Promising stakeholders that a correction will be published (Option B) creates unrealistic expectations, especially when the organization does not control editorial decisions. Doing nothing (Option A) would allow misinformation to persist, potentially misleading stakeholders and harming organizational reputation.
Strategic communication ethics emphasize honesty, transparency, and responsibility. Requesting a correction acknowledges the potential impact of the error on investor expectations, credibility, and trust, while respecting the autonomy of the media outlet. Even if a formal correction is not issued, the act of contacting the reporter ensures that future references to the information are accurate and that the organization has acted in good faith.
In strategic communication management, ethical leadership involves responding proportionately, professionally, and proactively to inaccuracies. Option C best balances ethical responsibility, reputational risk management, and constructive media relations, making it the most appropriate step for the communication director to take.
NEW QUESTION # 23
An effective crisis response strategy begins with:
Answer: A
Explanation:
In strategic communication management, an effective crisis response must begin with acknowledging the impact of the crisis. Option B is correct because credibility, trust, and legitimacy are established first through recognition of harm-not through explanation, defense, or channel selection. Stakeholders evaluate an organization's response based on whether it understands and takes responsibility for the human, social, or operational consequences of the situation.
Acknowledgement demonstrates empathy and accountability. It signals that the organization recognizes how people are affected-employees, customers, communities, or partners-before focusing on facts, causes, or corrective actions. Strategic communication theory consistently shows that stakeholders are far more receptive to information after they feel heard and respected. Without acknowledgement, subsequent communication risks being perceived as dismissive, defensive, or self-serving.
The other options describe important steps, but they come later in the crisis response sequence. Internal communication is essential, but even employees expect leadership to first recognize the seriousness and impact of the event. Communication to the public and explanations to the media are tactical responses that should follow acknowledgement and fact assessment. Jumping directly to explanation can appear premature or evasive, particularly when facts are still emerging.
Strategic communication management emphasizes that crisis response is not simply about information dissemination-it is about managing meaning under pressure. Acknowledging impact helps stabilize emotions, reduce speculation, and create space for constructive dialogue. It also aligns with ethical communication principles, reinforcing transparency and respect for stakeholders.
By beginning with acknowledgement, organizations lay the foundation for effective crisis management. This approach strengthens trust, preserves reputation, and increases the likelihood that stakeholders will accept later messages about investigation, responsibility, and recovery.
NEW QUESTION # 24
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