While coping with a crisis is never easy, it can be done.

When AIB went public with the John Rusnak affair after the trader accumulated losses of more than $750m at its Allfirst subsidiary, management quickly engaged in an effective media handling campaign . . . sometimes referred to as a 'Mortification Strategy'.

Chief executive Michael Buckley even offered his resignation, which was rejected by the board. Other PR strategies include the 'Nonexistent Strategy' . . . deny the crisis and attack anyone who reports it; and 'Distance Strategy' . . . weaken the link between the crisis and the organisation.

"In that instance AIB was more in control of the story, " says Stephen McNamara of public relations consultants MRPA Kinman, who wrote a thesis that focused on crises at the bank and how they were handled. "Management would always come out with new information and give a timeframe for when new details would be released.

They constantly kept the media involved." Bruised, the bank's reputation emerged intact.

That scenario was a sharp contrast to the bank's next crisis, foreign exchange overcharging, where AIB took a public relations battering.

"The story wasn't so much the issue of the overcharging, but that it had been known about at senior levels within the bank, " McNamara said. "That raised a question over the culture in AIB."

While the initial reaction in a crisis might be either to shoot from the hip or say nothing, neither response is going to work.

Eugene Grey, managing director with Communications Group, warns against the natural reaction for many companies and organisations to circle the wagons in the face of a crisis. "You don't need a crisis to ensure that your clients are well trained to deal with the media, " he said. "You have to be able to react immediately and effectively."

Alan Tyrell of Slattery Communications said the public needs to hear the "Four Rs" as a crisis unfolds.

"People have to hear regret, resolution, reform and restitution, " says Tyrell.

"That's crucial. But it's essential to have a recovery plan too. You need to know how a brand or company can not only survive a crisis, but the aftermath of it."

"I want my client to treat me like a priest, " explains Kieran O'Byrne, managing director of PR agency Hill & Knowlton's Irish operations.

"I want to know about all the skeletons in the closet. It's only then that we can finalise effective communication."

"I don't think it's always important to respond as soon as a telephone call comes in, however, " says Eugene Grey.

"Most journalists will respect that." Take time to make a considered response, he advises, accumulating all necessary information possible.

That approach is something with which Sean O'Riordan, a director of Heneghan PR and a seasoned crisis management advisor, agrees.

"Get the facts, " he stresses.

He maintains that much of the preparation for dealing with a crisis "isn't guru stuff".

Simple steps such as ensuring a senior executive is always contactable are essential, according to O'Riordan.

"Also, be aware of the sensitivities of what you're saying.

There may be families, spouses, children or colleagues involved, and it's important to consider all of them too in what you're either saying or not saying."

Empathy and authority are essential.

Sometimes companies simply don't want to talk to the press, O'Riordan says. But while an "anybody can talk to the press" regime can be a disaster, so can the opposite approach where no-one is permitted to do so.

"Modern companies need to know the importance of open communication."

10 TIPS FOR HANDLING A PR CRISIS

1) Get the facts. Find out as much as possible about what happened, why and how. Issue a preliminary statement and indicate when further information will be available.

2) Don't lie. Don't pretend you know things you don't. Don't be afraid to admit to a journalist that you can't answer their question immediately.

3) Provide a senior spokesperson who is trained to deal with the media.

4) Maintain open lines of communications. Be honest and transparent.

5) Be aware of sensitivities.

Deaths, injuries, damage to property or the environment may be involved.

6) Have a plan and practice it.

Even small companies can have PR disasters. Think through the likely scenarios and prepare reaction guidelines and keep it under review.

7) If you're in the wrong, accept the blame.

8) Have someone designated to take care of day-to-day company operations in case top management are dealing with a crisis.

9) Be aware of where your query is coming from. Tabloids and broadsheets may have differing angles and require different responses.

10) Return calls. Journalists will have deadlines. Don't make them have to keep coming back to you.