آکادمی ارتباطات

🔴 تحریم‌ها «سخت‌ترین سناریوی اقتصادی برای یک کشور» و «یک جنگ اقتصادی تمام‌عیار» است پژوهشگر برجسته ارتباطات بحران، تحریم‌ها را «سخت‌ترین سناریوی اقتصادی برای یک کشور» خواند و گفت: روابط‌عمومی باید با استراتژی‌های پویا، از سقوط زنجیره تأمین تا فشارهای آسیب…

Sanctions are “the toughest economic scenario a nation can face.”

Distinguished crisis-communication scholar Prof. Timothy Coombs described sanctions as “the toughest economic scenario a nation can face,” warning that public relations must deploy agile strategies to manage everything from supply-chain collapse to reputational pressure.

Speaking virtually at the conference, Coombs said sanctions function as a form of “full-scale economic warfare,” rapidly disrupting national assets, foreign trade, supply networks and the ability of businesses to deliver services. “When a country is sanctioned,” he said, “it is not only its banks and assets that are frozen; neighboring countries and partner companies are also pushed out of the supply chain, triggering broader instability.”

The Chicago-based professor added that one of the defining consequences of such conditions is “prolonged and pervasive uncertainty,” which forces organizations to rethink their communication strategies to keep employees and customers informed about service status, operational constraints and emerging risks.

Three core challenges: misinformation, political fallout and team fatigue

Coombs, known for his Situational Crisis Communication Theory (SCCT), identified three “critical and complex” factors shaping crisis management under sanctions and geopolitical tensions:

A surge of misinformation and deliberate disinformation.
He said anticipating and countering false information must be “the first priority of public relations,” urging organizations to prepare audiences in advance for potential waves of misleading narratives.

Political repercussions of organizational decisions.
Citing the example of Danish company Ecco, which faced public backlash at home over its business activity in Russia, Coombs noted that “every decision during sanctions carries reputational risk, and without public justification can escalate into a credibility crisis.”

Long-term pressure on teams and the need for consistent internal communication.
He recommended that organizations rely on national cohesion messaging, social solidarity and strong internal communication to reduce stress and prevent burnout.

Preparedness: the backbone of crisis management

A major part of Coombs’ presentation focused on the “Preparedness Model,” developed by him and his colleagues at the University of Georgia. Preparedness, he emphasized, is not merely a plan but “a mindset” that must be embedded through training, drills and continuous refinement of communication strategies.

“Geopolitical risks are dynamic, and strategies must be dynamic as well,” Coombs said. “Public relations cannot operate on static, long-term playbooks; it must be ready for extended periods of turbulence.”

He added that proper preparedness allows organizations to maintain morale and sustain effective communication even when confidence in PR teams begins to fade.

Final takeaway: PR must manage expectations during prolonged disruption

Coombs concluded that the central mission of public relations in crises is “clear and consistent expectation management,” ranging from informing clients when and where services will be delivered to preparing employees to operate in high-risk environments. “During sanctions, conflict or supply-chain disruption,” he said, “people want only one thing: to know what is happening, when, and why.”

🔔 @CommaC

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