Kriz ve \u00d6rg\u00fctsel Krizler<\/b><\/p>\n
Yunanca bir kavram olan kriz \u201ckarar\u201d ve \u201cayr\u0131lma\u201d anlam\u0131na gelmektedir. S\u00f6zl\u00fckler ise krizi, belli bir olay\u0131 izleyen ve hayati \u00f6nem ta\u015f\u0131yan kritik bir d\u00f6nem olarak tan\u0131mlar. Burada s\u00f6z\u00fc edilen duygusal krizler olup \u00c7aplan ve Cullberg taraf\u0131ndan bireyin \u00e7e\u015fitli durumlar veya ya\u015fam olaylar\u0131 ile kar\u015f\u0131la\u015ft\u0131\u011f\u0131nda bunlarla ba\u015f edemeyecek \u015fekilde ruhsal dengesinin sars\u0131lmas\u0131 hatta kayb\u0131 olarak tan\u0131mlanm\u0131\u015ft\u0131r. (Sonneck, 1985) \u00d6rg\u00fctlerde kriz organizasyonlar\u0131 \u201cde\u011fi\u015fikli\u011fe \u00e7abuk ve acele cevap vermeye ve dolay\u0131s\u0131yla mevcut tecr\u00fcbe, bilgi ve i\u015fleyi\u015finin d\u0131\u015f\u0131na \u00e7\u0131kmaya zorlar\u201d (Russell R, 2018). Kriz tan\u0131mlar\u0131na bakt\u0131\u011f\u0131m\u0131zda, hem \u201cf\u0131rsat\u201d hem de \u201ctehlike\u201d kavramlar\u0131n\u0131n i\u00e7 i\u00e7e ge\u00e7mi\u015f olmas\u0131 dikkat \u00e7ekmektedir. Bu ba\u011flamda kriz olumsuz bir anlam i\u00e7erirken olumlulu\u011fu da i\u00e7inde bar\u0131nd\u0131rmaktad\u0131r.\u00a0 Her kriz sonras\u0131 \u00f6rg\u00fct i\u00e7in gelece\u011fin yeniden kurgulanma s\u00fcrecidir bu nedenle Kad\u0131be\u015fligil\u2019e g\u00f6re, farkl\u0131 bir \u00fcr\u00fcn, ba\u015fka bir organizasyon, yeni bir i\u015f veya i\u015f alan\u0131, yeni bir b\u00f6lge vb. bir\u00e7ok fakt\u00f6r yani gelecek \u015fekillenmesinde etkili olabilmektedir. Krizi f\u0131rsata d\u00f6n\u00fc\u015ft\u00fcren yakla\u015f\u0131mlarda bu gelecek tan\u0131mlamas\u0131 ile ilgili olmaktad\u0131r\u201d (Kad\u0131be\u015fligil, 2002).\u00a0 Krizler \u00f6rg\u00fct i\u00e7i olabilece\u011fi gibi \u00f6rg\u00fct d\u0131\u015f\u0131 nedenlerle de olu\u015fabilmektedir. Fink\u2019e g\u00f6re her kriz d\u00f6rt farkl\u0131 a\u015famadan ge\u00e7mektedir (Fink, 1986):<\/p>\n
1.\u00a0\u00a0 \u00a0Birinci a\u015fama \u201ckrizin olu\u015fum\u201d d\u00f6nemidir.\u00a0 Bu d\u00f6nemde kriz geldi\u011fini haber veren sinyaller g\u00f6ndermektedir. \u00d6nemli olan bu sinyalleri g\u00f6rebilecek kadrolara sahip olmakt\u0131r. \u00c7\u00fcnk\u00fc krizin verdi\u011fi uyar\u0131m iletileri fark edildiklerinde \u00f6nlem al\u0131nacakt\u0131r. Bu da krizin etkisini azaltacakt\u0131r. Burada ne kadar erken \u00f6nlem al\u0131n\u0131rsa o kadar yarar sa\u011flan\u0131r ve iyi sonu\u00e7lar al\u0131n\u0131r.<\/p>\n
2.\u00a0\u00a0 \u00a0Krizin ortaya \u00e7\u0131kma a\u015famas\u0131; Bu safhada \u00e7e\u015fitli sebeplerle olu\u015fan krizin \u00f6rg\u00fcte zararlar\u0131 belirginle\u015fmeye ba\u015flam\u0131\u015ft\u0131r. \u00d6rg\u00fctler bu a\u015famada ekonomik ve kurumsal sars\u0131nt\u0131lar ya\u015famaktad\u0131rlar. Bu a\u015famada yap\u0131lacak en ufak bir yanl\u0131\u015f uygulama \u00f6rg\u00fctlere \u00e7ok b\u00fcy\u00fck zararlar verebilmektedir.<\/p>\n
3.\u00a0\u00a0 \u00a0\u00dc\u00e7\u00fcnc\u00fc a\u015fama \u201ckronik kriz a\u015famas\u0131\u201d d\u0131r. Bu a\u015famada kriz s\u00fcre\u011fen hale gelmi\u015ftir. Bu a\u015famada krizin etkileri uzun y\u0131llar s\u00fcrebilmektedir.<\/p>\n
4.\u00a0\u00a0 \u00a0 Son a\u015famada art\u0131k kriz \u00e7\u00f6z\u00fcme kavu\u015fmaktad\u0131r ve \u00f6rg\u00fct i\u00e7in tehdit olu\u015fturmamaktad\u0131r. Kriz sonras\u0131 \u00f6rg\u00fct i\u00e7in yeni bir durum olu\u015ftu\u011fu i\u00e7in \u00f6rg\u00fct bundan sonra yeni bir yol haritas\u0131 ile devam etmektedir.<\/p>\n
Bu a\u015famalar \u00f6rg\u00fctlerin kriz oldu\u011fu andan itibaren neler ya\u015fad\u0131\u011f\u0131n\u0131 da anlatan a\u015famalard\u0131r.\u00a0 \u00d6rg\u00fctlerin kriz a\u015famalar\u0131na uygun olarak, kriz ger\u00e7ekle\u015ftikten sonra yapmas\u0131 gereken davran\u0131\u015flar ve atmas\u0131 gereken ad\u0131mlar kritiktir. Aymankuy (2001) yap\u0131lmas\u0131 gerekenleri, kriz durumunda al\u0131nacak her karar\u0131n krizi sonland\u0131rmaya hizmet etmesi gerekti\u011fini, yap\u0131lan t\u00fcm \u00e7al\u0131\u015fmalar\u0131n kay\u0131t alt\u0131na al\u0131nmas\u0131 gerekti\u011fini, kriz durumlar\u0131nda kriz komitesi olu\u015fturulmas\u0131n\u0131n ve komitenin kriz s\u00fcrecinde yetki ve sorumluklar\u0131n\u0131n belirlenmesinin \u00f6nemine dikkat \u00e7ekmi\u015f, \u00e7ok h\u0131zl\u0131 bilgi g\u00fcncellemesi yap\u0131lmas\u0131\u00a0 gerekti\u011fini ve \u00f6rg\u00fctteki ve komitedeki herkesin ayn\u0131 ana bilgi sahibi olmas\u0131n\u0131n \u00f6nemine dikkat \u00e7ekmi\u015ftir.<\/p>\n
Krizler, g\u00fcn\u00fcm\u00fcz i\u015f d\u00fcnyas\u0131n\u0131n ka\u00e7\u0131n\u0131lmaz par\u00e7as\u0131 olarak, \u00f6rg\u00fct s\u00fcre\u00e7lerinden ayr\u0131 tutulmamas\u0131 gereken bir s\u00fcre\u00e7 haline gelmi\u015ftir. Son y\u0131llarda d\u00fcnya \u00e7ap\u0131nda \u00f6rg\u00fctlerde y\u0131k\u0131c\u0131 krizlerin say\u0131s\u0131nda \u00f6nemli art\u0131\u015flar olmu\u015ftur. G\u00fcn\u00fcm\u00fcz \u00f6rg\u00fctlerinde potansiyel krizlerin artma olas\u0131l\u0131\u011f\u0131, ekonomiler aras\u0131nda \u00f6rg\u00fctlerin birbirine ba\u011f\u0131ml\u0131 hale gelmesinden dolay\u0131 her zamankinden daha fazlad\u0131r (Elsubbaugh vd., 2004).<\/p>\n
\u00a0\u00a0 \u00a0Kriz ve \u00d6rg\u00fctsel \u0130leti\u015fim<\/b><\/p>\n
Kriz s\u00fcrecinde \u00f6rg\u00fctsel ileti\u015fim kritik bir \u00f6neme sahiptir. Kriz ileti\u015fimi, \u00f6zellikle kriz d\u00f6nemlerinde \u00f6rg\u00fctlerin izleyece\u011fi ileti\u015fim stratejisidir. Bu ba\u011flamda kriz s\u00fcrecinde ya\u015fanan problemlerin \u00e7\u00f6z\u00fcm\u00fcn\u00fcn \u00fcretilmesini kolayla\u015ft\u0131rma amac\u0131 g\u00fctt\u00fc\u011f\u00fc i\u00e7in kriz ileti\u015fimi olduk\u00e7a \u00f6nem ta\u015f\u0131maktad\u0131r. Ayn\u0131 zamanda esneklikten uzak, kuralc\u0131 \u00f6rg\u00fct yap\u0131lar\u0131 ba\u015far\u0131s\u0131zl\u0131klara hatta \u00e7e\u015fitli krizlere yol a\u00e7abilmektedir. (Lawson,2008).<\/p>\n
Etkili bir ileti\u015fim, \u00f6rg\u00fct\u00fcn \u00e7evresine, \u00f6rg\u00fctsel faaliyetlerin \u00f6nemini ve halka kar\u015f\u0131 duyulan sorumlulu\u011fu anlatman\u0131n \u00f6nemli bir arac\u0131d\u0131r. \u0130leti\u015fimin amac\u0131na uygun bir bi\u00e7imde yerine getirilmesi, b\u00fcy\u00fck \u00f6l\u00e7\u00fcde g\u00f6ndericinin bilgi, beceri ve yetenekleriyle ili\u015fkilidir. Etkin bir ileti\u015fim i\u00e7in g\u00f6nderici, al\u0131c\u0131n\u0131n bilgi ve tecr\u00fcbe alan\u0131na giren semboller kullanmal\u0131d\u0131r. \u0130leti- \u015fimde alg\u0131lama ve de\u011ferlendirme hem g\u00f6nderici hem de al\u0131c\u0131 i\u00e7in \u00f6nemlidir ve ki\u015filerin kendilerine \u00e7evrelerinden ula\u015fan bilgi, fikir, duygu ve mesajlar\u0131 alg\u0131lama ve de\u011ferleme bi\u00e7imleriyle do\u011frudan ili\u015fkilidir. Kriz durumlar\u0131nda alg\u0131lanmas\u0131 gereken bilgi ve mesaj\u0131n artmas\u0131, alg\u0131lama ve de\u011ferlendirmenin \u00f6nemini (Tutar, 2000) a\u00e7\u0131k bir \u015fekilde ortaya koymaktad\u0131r. Bu bilgilerden hareketle, bir krizin etkin y\u00f6netimi b\u00fcy\u00fck \u00f6l\u00e7\u00fcde etkili bir ileti\u015fime ba\u011fl\u0131d\u0131r. Genellikle kriz s\u0131ras\u0131nda, ileti\u015fim faaliyetlerinin; kriz y\u00f6netimine yard\u0131mc\u0131 olmak ve \u00f6rg\u00fct\u00fcn itibar\u0131n\u0131 korumak gibi ikili bir rol\u00fc yerine getirme (Green, 1996) sorumlulu\u011fu ortaya \u00e7\u0131kmaktad\u0131r. Kriz ileti\u015fiminde \u00e7e\u015fitli modeler ve \u00f6neriler yer almaktad\u0131r. Bunlardan 4R MODELI denilen model acil durumlar ve afet y\u00f6netim d\u00f6ng\u00fcs\u00fcn\u00fcn haz\u0131rl\u0131k, m\u00fcdahale, iyile\u015ftirme, risk ve zarar azaltma faalieytleri ile uyumlu olarak ileti\u015fime uyarlanm\u0131\u015ft\u0131r. Bu modele g\u00f6re (www.ReevesStrategyGroup.com.);<\/p>\n
\u2022\u00a0\u00a0 \u00a0Reduction (\u00c7\u0131kar\u0131m): Krize neden olabilecek unsurlar\u0131n, kriz boyutunun ve etkilerinin \u00f6nceden tahmin edilerek hafifletilmesi ya da ortadan kald\u0131r\u0131lmas\u0131.<\/p>\n
\u2022\u00a0\u00a0 \u00a0Readiness (Haz\u0131r Olma): Kriz s\u00fcrecinde uygulanacak tekniklerin etkin kullan\u0131m\u0131.<\/p>\n
\u2022\u00a0\u00a0 \u00a0Response (Yan\u0131t): Krize yol a\u00e7an olay ya da olaylar\u0131n etkilerine kar\u015f\u0131 olu\u015fturulmas\u0131 gereken detayl\u0131 savunma stratejisi.<\/p>\n
\u2022\u00a0\u00a0 \u00a0Recovery (\u0130yile\u015fme): Krizin yaratt\u0131\u011f\u0131 travma ve zararlar\u0131n ortadan kald\u0131r\u0131lmas\u0131 i\u00e7in zarar g\u00f6ren kaynaklar\u0131n zararlar\u0131n\u0131n h\u0131zl\u0131 bir \u015fekilde kar\u015f\u0131lanmas\u0131.<\/p>\n
olarak tan\u0131mlanm\u0131\u015ft\u0131r. Bu a\u015famalar\u0131n her biri do\u011fru bir ileti\u015fim stratejisi ile birle\u015fti\u011finde krizlerin f\u0131rsata d\u00f6n\u00fc\u015fmesi beklenen bir sonu\u00e7 olacakt\u0131r. Kriz ileti\u015fim stratejilerine y\u00f6nelik literat\u00fcrde \u00e7e\u015fitli \u00f6rnekler yer almaktad\u0131r. Bunlardan hikayeleme, savunma ve smart analiz y\u00f6ntemi en bilinen y\u00f6ntemlerdir. (Health ve Palenchar, 2009).<\/p>\n
Hikayeleme, bir kriz ortam\u0131 olu\u015ftu\u011funda \u00f6rg\u00fct b\u00fct\u00fcn olay\u0131 \u00fcst y\u00f6netimden bir s\u00f6zc\u00fc belirleyerek birinci a\u011f\u0131zdan hikayele\u015ftirerek hedef kitlenin anlayaca\u011f\u0131 bir dilde anlatmakt\u0131r. Burada ama\u00e7\u00a0 \u00f6rg\u00fct\u00fcn kriz s\u00fcrecinde ya\u015fanan olaylar\u0131 olabildi\u011fince a\u00e7\u0131k ve net bir \u015fekilde vermesidir. Hikayeleme de \u00f6rg\u00fctsel kontrol \u00e7ok \u00f6nemlidir. \u00d6rg\u00fct kontrol\u00fc herzaman elinde tutmal\u0131d\u0131r. Ayr\u0131ca olay \u00f6rg\u00fcs\u00fcn\u00fcn do\u011fru kurgulanmas\u0131 gerekmektedir. Savunma ise s\u00fcreci \u00fc\u00e7 b\u00f6l\u00fcme ayr\u0131lmaktad\u0131r: Birincisi olu\u015fan kriz durumunun a\u00e7\u0131klanmas\u0131 ve gerekli olan durumlar i\u00e7in savunma yap\u0131lmas\u0131 durumu, ikincisi pi\u015fmanl\u0131klar\u0131n bildirilmesi a\u015famas\u0131, \u00fc\u00e7\u00fcnc\u00fcs\u00fc ise \u00f6rg\u00fct\u00fcn krizden uzakla\u015fmas\u0131 i\u00e7in gerekli tekniklerin uygulanmas\u0131d\u0131r. SMART Analiz Y\u00f6ntemi \u00f6rg\u00fctlerin d\u0131\u015f \u00e7evreye kar\u015f\u0131 iletmek istedikleri mesajlar\u0131n olu\u015fturduklar\u0131 mesajlar da dikkat etmeleri gereken unsurlar\u0131 anlatmaktad\u0131r. Smart analiz be\u015f ana ilkeden olu\u015fmaktad\u0131r:<\/p>\n
\u2022\u00a0\u00a0 \u00a0Specific (Belirli): \u00d6rg\u00fct\u00fcn iletti\u011fi mesajlarda yer almas\u0131 gereken bilgilerin detay\u0131 burada \u00f6nemlidir.<\/p>\n
\u2022\u00a0\u00a0 \u00a0Measurable (\u00d6l\u00e7\u00fclebilir): \u00d6rg\u00fct hedeflerinin \u00f6l\u00e7\u00fclebilir g\u00f6stergelere dayand\u0131r\u0131lmal\u0131d\u0131r. \u00c7\u00fcnk\u00fc iletilerin ba\u015far\u0131s\u0131 ancak bu \u015fekilde de\u011ferlendirilebilir.<\/p>\n
\u2022\u00a0\u00a0 \u00a0Actionable (Ula\u015f\u0131labilir): \u00d6rg\u00fct\u00fcn iletisi krizi a\u015fabilecek \u015fekilde belirlenmeli ve hedef kitlenin anlayabilece\u011fi kadar basit ayn\u0131 zamanda \u00f6rg\u00fct\u00fcn m\u00fccadele edebilece\u011fini ve a\u015fabilece\u011fini g\u00f6stermelidir.<\/p>\n
\u2022\u00a0\u00a0 \u00a0Realistic (Ger\u00e7ek\u00e7i): \u00d6rg\u00fct\u00fcn koydu\u011fu hedefler \u00f6nemli bir amaca hizmet edebilir olmal\u0131d\u0131r.<\/p>\n
\u2022\u00a0\u00a0 \u00a0Timely (Zaman S\u0131n\u0131rl\u0131): \u00d6rg\u00fct\u00fcn koydu\u011fu hedeflere bir zaman \u00e7er\u00e7evesi \u00e7izilmelidir. Zaman \u00e7er\u00e7evesi kriz s\u00fcrecine g\u00f6re belirlenmelidir. Belirsiz kavramlar yerine kesin ve net tarihlerle hareket edilmelidir.<\/p>\n
T\u00fcm bunlara ek olarak Kriz s\u0131ras\u0131nda \u00f6rg\u00fctsel ileti\u015fimin do\u011fru kurulmas\u0131nda y\u00f6neticinin rol\u00fc \u00f6nemlidir. William\u2019s ileti\u015fim a\u00e7\u0131s\u0131ndan iki t\u00fcr y\u00f6neticiden s\u00f6z etmektedir. Bu y\u00f6neticilerden birincisi d\u0131\u015fa kapal\u0131 ikincisi d\u0131\u015fa a\u00e7\u0131k y\u00f6netici olarak tan\u0131mlanm\u0131\u015ft\u0131r. A\u00e7\u0131kl\u0131k bilgiyi payla\u015fmak demektir (Williams vd. 2001). Ayr\u0131ca y\u00f6neticinin kriz esnas\u0131nda, a\u00e7\u0131k ve etkili ileti\u015fim olarak adland\u0131rd\u0131\u011f\u0131m\u0131z \u00e7ift y\u00f6nl\u00fc ileti\u015fim olan g\u00f6nderici ve al\u0131c\u0131 birimlerin kar\u015f\u0131l\u0131kl\u0131 olarak birbirlerini etkileme olana\u011f\u0131na sahip oldu\u011fu ileti\u015fim bi\u00e7imini kullanmas\u0131 \u00f6nem ta\u015f\u0131maktad\u0131r.<\/p>\n
\u00a0\u00a0 \u00a0Sosyal Medya ve Kriz \u0130leti\u015fimi<\/b><\/p>\n
Son y\u0131llarda teknoloji alan\u0131ndaki geli\u015fmeler, \u00f6rg\u00fctlere sosyal medya kullan\u0131m\u0131 konusunda yeni se\u00e7enekler sunmu\u015f, \u00f6zellikle \u00e7evrimi\u00e7i h\u0131zl\u0131 mesajla\u015fma sistemleri \u00f6rg\u00fct \u00fcyeleri aras\u0131ndaki ileti\u015fim i\u00e7in h\u0131zl\u0131 bir yol olarak kullan\u0131lm\u0131\u015ft\u0131r. Di\u011fer Sosyal medya ara\u00e7lar\u0131 (twitter, instagram, linkekin vb) hem \u00f6rg\u00fctlerin hizmetlerini kitlelere duyurmalar\u0131na hem de krizlerde \u00f6rg\u00fct i\u00e7i ve \u00f6rg\u00fct d\u0131\u015f\u0131 s\u00fcre\u00e7leri y\u00f6netmek i\u00e7in ara\u00e7 olmu\u015ftur. \u00d6rg\u00fct d\u0131\u015f\u0131 krizlere bir \u00f6rnek olarak Twitter, Japonya\u2019da ya\u015fanan tsunaminin ard\u0131ndan Japonya\u2019daki kullan\u0131c\u0131lar i\u00e7in \u201clifeline (ya\u015fam hatt\u0131)\u201d \u00f6zelli\u011fini devreye sokmu\u015ftur. Lifeline sayesinde, kriz d\u00f6nemlerinde kullan\u0131c\u0131lar acil yard\u0131m hesaplar\u0131na kolayca ula\u015fabilmi\u015flerdir. Bu \u00e7al\u0131\u015fman\u0131n ard\u0131ndan Twitter, lifeline\u2019\u0131 uluslararas\u0131 bir d\u00fczeye getirmek i\u00e7in \u00e7al\u0131\u015fmalar\u0131n\u0131 ba\u015flatm\u0131\u015f ve \u201ctwitter alerts\u201di olu\u015fturmu\u015ftur. \u201cTwitter alerts\u201d sayesinde deprem, tsunami, sel, ter\u00f6r sald\u0131r\u0131s\u0131 gibi kriz d\u00f6nemlerinde devlete ba\u011fl\u0131 yard\u0131m kurulu\u015flar\u0131ndan ve sivil toplum \u00f6rg\u00fctlerinden kesin ve \u00f6nemli bilgilere ula\u015fmak m\u00fcmk\u00fcn olmaktad\u0131r. Olumsuz bir \u00f6rnek olarak ise 2009 y\u0131l\u0131nda Domino\u2019s Pizza \u00f6rne\u011fi kar\u015f\u0131m\u0131za \u00e7\u0131kmaktad\u0131r.\u00a0 Domino\u2019s Pizza\u2019n\u0131n iki \u00e7al\u0131\u015fan\u0131 firman\u0131n yiyecekleri ile olu\u015fturduklar\u0131 etik d\u0131\u015f\u0131 g\u00f6r\u00fcnt\u00fclerini Youtube\u2019da payla\u015fm\u0131\u015f, videonun yay\u0131nlanmas\u0131n\u0131n ard\u0131ndan g\u00f6r\u00fcnt\u00fcler internette b\u00fcy\u00fck bir yank\u0131 uyand\u0131rm\u0131\u015f ve Domino\u2019s ba\u015fkan\u0131 Patrick Doyle \u00e7al\u0131\u015fanlar\u0131n\u0131n bu k\u00f6t\u00fc davran\u0131\u015flar\u0131 nedeniyle \u00f6z\u00fcr dilemek zorunda kalm\u0131\u015f, iki personelini i\u015ften \u00e7\u0131karm\u0131\u015ft\u0131r. Buna ek olarak m\u00fc\u015fteriler sipari\u015f verdiklerinde \u00fcr\u00fcnleri \u00fcretim a\u015famas\u0131n\u0131 takip edebilsinler diye \u201cPizza Tracker\u201d isimli bir takip sistemi olu\u015fturmu\u015f ve kriz sonras\u0131 imaj\u0131n\u0131 d\u00fczeltmeye \u00e7al\u0131\u015fm\u0131\u015ft\u0131r. Domino\u2019s Pizza\u2019n\u0131n bu krizinin ard\u0131ndan firma; olay\u0131n ger\u00e7ekle\u015fti\u011fi restoran\u0131n\u0131 kapatm\u0131\u015f, bu restoranda bulunan t\u00fcm \u00fcr\u00fcnler imha edilmi\u015ftir. Ayr\u0131ca ayn\u0131 eyalette bulunan t\u00fcm restoranlar\u0131 da sat\u0131lm\u0131\u015ft\u0131r. G\u00fcnde 700.000 defa izlenen video nedeniyle i\u015fletmenin 2011 y\u0131l\u0131ndaki geliri %22 oran\u0131nda d\u00fc\u015fm\u00fc\u015ft\u00fcr.<\/p>\n
\u00a0\u00a0 \u00a0S\u00fcrd\u00fcr\u00fclebilirlik \u0130leti\u015fimi<\/b><\/p>\n
\u00d6rnek olay a\u00e7\u0131s\u0131ndan son olarak de\u011finilecek kavram ise s\u00fcrd\u00fcr\u00fclebilirlik ve s\u00fcrd\u00fcr\u00fclebilir ileti\u015fim kavramlar\u0131d\u0131r. Birle\u015fmir Milletler (BM) ekonomik beklentilerin ve\/veya ihtiya\u00e7lar\u0131n, \u00e7evresel ve sosyal duyarl\u0131l\u0131k ile ele al\u0131nmas\u0131n\u0131 \u201cs\u00fcrd\u00fcr\u00fclebilirlik\u201d olarak tan\u0131mlam\u0131\u015ft\u0131r.\u00a0 \u00d6rg\u00fctsel s\u00fcrd\u00fcr\u00fclebilirlik ise i\u015f stratejilerinde etik, sosyal, \u00e7evresel, k\u00fclt\u00fcrel ve ekonomik kavramlara odaklanarak i\u015fletmelerde uzun soluklu de\u011fer olu\u015fturmay\u0131 ama\u00e7layan bir yakla\u015f\u0131md\u0131r. (Grenberg ve Quillian, 2012).Bu kapsamda s\u00fcrd\u00fcr\u00fclebilirlik ileti\u015fimi, s\u00fcrd\u00fcr\u00fclebilirli\u011fi operasyonel ve stratejik faaliyetlerine entegre eden \u015firketler i\u00e7in bir i\u015f stratejisi olarak tan\u0131mlanm\u0131\u015ft\u0131r.(Kayaalp, 2019) S\u00fcrd\u00fcr\u00fclebilirlik kapsam\u0131nda bas\u0131n gezileri, bas\u0131n b\u00fcltenleri, \u00f6zel haber \u00e7al\u0131\u015fmalar\u0131, s\u00fcrd\u00fcr\u00fclebilirlik \u00e7abalar\u0131n\u0131n anlat\u0131ld\u0131\u011f\u0131 yerlerde bulunmak, konferanslar, kongreler ve toplant\u0131larda projeler sunmak ve kurumsal ama\u00e7lar konusunda konu\u015fmalar yapmak, s\u00fcrd\u00fcr\u00fclebilirlik raporlar\u0131, uluslararas\u0131 anla\u015fmalar yararlan\u0131lan ileti\u015fim ara\u00e7 ve y\u00f6ntemlerinden baz\u0131lar\u0131d\u0131r. (Saydam, 2014)<\/p>\n
\u00a0\u00a0 \u00a0<\/b>Tart\u0131\u015fma<\/b><\/p>\n
\u00d6rg\u00fctlerin kriz durumlar\u0131nda \u00e7al\u0131\u015fanlar\u0131n\u0131n de\u011fi\u015fen ya\u015fam ve \u00e7al\u0131\u015fma ko\u015fullar\u0131na uyum sa\u011flarken ileti\u015fimi tek y\u00f6nl\u00fc kurmamas\u0131, planlamalar\u0131 kat\u0131l\u0131mc\u0131 y\u00f6ntemlerle planlamas\u0131 kararlar\u0131n s\u00fcrd\u00fcr\u00fclebilirli\u011fi ve \u00e7al\u0131\u015fanlar\u0131n kriz stratejilerini sahiplenmeleri a\u00e7\u0131s\u0131ndan olduk\u00e7a \u00f6nemlidir. Ayr\u0131ca \u00f6rg\u00fctlerin krizlerde ileti\u015fim yollar\u0131n\u0131 do\u011fru se\u00e7meleri ve se\u00e7tikleri ileti\u015fim kanal\u0131n\u0131n do\u011fru bir \u015fekilde kullan\u0131lmas\u0131 da gereklidir. Kriz durumlar\u0131nda uzaktan \u00e7al\u0131\u015fma stratejisine ba\u015fvuran i\u015fletmelerde \u00e7evrimi\u00e7i mesajla\u015fma ara\u00e7lar\u0131n\u0131n \u00e7al\u0131\u015fanlar\u0131n i\u015f-ya\u015fam dengesi sorunu ya\u015famalar\u0131na neden olacak bir yap\u0131da olmas\u0131n\u0131 engellemek \u00f6rg\u00fctlerin ve \u00f6rg\u00fct y\u00f6neticilerin sorumluluk alanlar\u0131ndand\u0131r. Krizin nedeniyle \u00e7al\u0131\u015fanlar\u0131n \u00f6zel ya\u015famlar\u0131nda ya\u015fad\u0131\u011f\u0131 zorluklar her zaman g\u00f6zetilmeli, \u00f6rg\u00fctler kriz ileti\u015fimlerini \u00e7al\u0131\u015fanlar\u0131n kat\u0131l\u0131m\u0131, sa\u011fl\u0131\u011f\u0131 ve verimlili\u011fi a\u00e7\u0131s\u0131ndan ele almal\u0131d\u0131rlar.<\/p>\n
SOURCE<\/b><\/p>\n
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\u2022\u00a0\u00a0 \u00a0Edidie Reveves, Revees Strategy Group, www.ReevesStrategyGroup.com.<\/p>\n
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\u2022\u00a0\u00a0 \u00a0Prof. Dr. Gernot Sonneck ve ark., \u00c7eviren: Dr. Yasemin S\u00f6zer, Yay\u0131na Haz\u0131rlayan, Dr. Bahar Suba\u015f\u0131 (2000), Krize M\u00fcdahale ve \u0130ntihar\u0131 \u00d6nleme, Damla.<\/p>\n
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\u2022\u00a0\u00a0 \u00a0Saydam , Z., 2014. S\u00fcrd\u00fcr\u00fcleb\u0131\u0307l\u0131\u0307r \u0131\u0307let\u0131\u0307\u015f\u0131\u0307m\u0131\u0307n kurumsal s\u00fcrd\u00fcr\u00fcleb\u0131\u0307l\u0131\u0307rl\u0131\u0307\u011fe etk\u0131\u0307s\u0131\u0307 -\u0131\u0307\u015fletmeler \u00f6rne\u011f\u0131\u0307nde kar\u015f\u0131la\u015ft\u0131rmal\u0131 uygulama- Doktora Tezi , \u0130stanbul.<\/p>\n
\u2022\u00a0\u00a0 \u00a0Tutar H (2003) \u00d6rg\u00fctlerde \u0130leti\u015fim, Se\u00e7kin , \u0130stanbul.<\/p>\n
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