Bir Kriz İletişimi Yönetimi Vaka Analizi: Kaybolan Malezya Havayolları MH370 Sefer Sayılı Uçağı

Kriz iletişimi yönetiminde kriz ile ilgili olguların tespit edilmesi büyük önem taşımaktadır. Bu olgular kriz çeşidinin sınıflandırılmasına ve dolayısıyla da etkili ‘kriz tepki stratejilerinin’ uygulanmasına olanak verir. Bu makalede, Malezya Havayollarının MH370 sefer sayılı uçağının kriz yönetim süreci bir vaka analizi olarak değerlendirilmiştir. Uçak, içindeki 227 yolcu ve 12 mürettebat ile 8 Mart 2014 tarihinde kaybolmuş ve çok-uluslu arama-kurtarma çalışmalarına rağmen sonuç elde edilememiştir. Bu amaçla, Timothy W. Coombs’un ‘kriz yönetiminin üç evresi’ söz konusu vakanın kriz yönetimi sürecine uygulanmıştır. Bu bağlamda, söz konusu krizin yönetilmesinde kullanılan ‘kriz tepki stratejileri’ Coombs’un ‘Durumsal Kriz İletişimi Kuramı’ dâhilinde değerlendirilmiştir. Ayrıca Malezya Havayollarının ve en büyük hissedarı Malezya hükümetinin kriz iletişimi yönetimi uygulamaları ve araçları da analiz edilmiştir. Sonuç olarak, alışılagelenin çok üzerinde bir süre boyunca olgulara ulaşamamanın bir enformasyon vakumu oluşturarak spekülasyonları ve söylentileri içine çektiği ortaya konulmuştur.

Anahtar Kelimeler:

Kriz Yönetimi, Kriz İletişim Yönetimi, Durumsal Kriz İletişimi Kuramı

A Case Study of Crisis Communication Management: Missing Malaysia Airlines Flight MH370

Identifying the facts about the crisis has a significant importance in terms of crisis communication management. These facts enable the classification of crisis types and consequently the implementation of effective ‘crisis response strategies’. In this article, the crisis management process of the Malaysia Airlines MH370 flight has been evaluated as a case study. The plane has disappeared with 227 passengers and 12 crew on board on March 8th 2014 and multi-national search and rescue operations remains inconclusive. To this end, Timothy W. Coombs’ ‘three phases of crisis management’ has been applied to the crisis management process of this particular case. In this context, ‘crisis response strategies’ implemented in managing this crisis has been evaluated by Coombs ‘Situational Crisis Communication Theory’. Furthermore, Malaysia Airlines’ (and Malaysia government as a primary shareholder) crisis communication management practices and tools have also been analyzed. As a result, the failure in gathering the facts during an unusual period of time creates an information vacuum aspirating speculations and rumours have been revealed.

Keywords:

Crisis Management, Crisis Communication Management, Situtational Crisis Management,

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