Whatever its day-to-day use of social media, the organisation should recognise, monitor and manage these platforms during a disruptive event, since much of the conversation and contact-seeking happens there, and everything from verified statements to speculation shapes perceptions and behaviour. Such activity can be steered but not controlled, reaches wide audiences for people-related stories and includes the organisation's own people, which adds risks to brand, reputation and legal compliance where content is inaccurate or defamatory. The organisation should set up tools and techniques for monitoring what social media says about the event; name a role, its responsibilities and a designated experienced person with deputies to manage social media communications, integrated into the communications plan; keep internal communications accurate, informative and aligned with external ones so they can be repeated without harm, treating the workforce as potential advocates; and give the workforce guidance on using social media during an incident, consistent with other external channels and building on existing guidelines.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.