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Communications address a significant part of the potential harms and risks associated with major crises (Ch. 1); they mitigate the potential negative reactions of stakeholders; they contribute to the resolution of conflicts; and they stimulate positive reactions for the manager's reputation, when the situation is appropriate (Ch. 2). However, the lack of formal evaluation of communications delivered to the public during major crises raises questions about the ability of managers to communicate effectively and to critically evaluate their communications, for example on Facebook (e.g., to maintain reputation and political activity, to respond to risks or to resolve conflicts, Ch. 3). In France, the Presidency of the Republic and journalists exploit Facebook continuously, and journalists increased their frequency of publication during a crisis of the Presidency's reputation (Ch. 4). Most of the French governmental offices ('Préfectures') use Facebook on a daily basis, and to alert the public about some risks - but they are not as visible as the Presidency (Ch. 5). Facebook is an important part of french people's information practices, but the manager must not lose focus of their other behaviors; their expectations of communications; and the purpose of communications, which is to trigger useful reactions, from the communicator's perspective (Ch. 6). In France, Facebook participates in reputational crises (e.g., spreading a scandal - Ch. 4); and Facebook helps maintain the reputation of the manager, if he or she plans to communicate and does not commit mistakes or 'faux-pas'. In parallel to the reputation management, managers sometimes have to communicate to support conflict management and/or to prevent the destructions of disasters preventively - if possible - and then respond continuously, as during the 2016 floods (Ch. 7); among other issues of crisis communication. Facebook is useful for responding to crises, but it does not solve management dilemmas, occurrence of natural disasters or the human factors leading ...

Public relations address a significant part of the potential harms and risks associated with major crises (Ch. 1); they mitigate the potential negative reactions of stakeholders; they contribute to the resolution of conflicts; and they stimulate positive reactions for the manager's reputation, when the situation isappropriate (Ch. 2). However, the lack of formal evaluation of communications delivered to the public during major crises raises questions about the ability of managers to communicate effectively and to critically evaluate their crisis communications, for example on Facebook (e.g., to maintain reputation and political activity, to respond to risks or to resolve conflicts, Ch. 3). In France, the Presidency of the Republic and journalists exploit Facebook continuously, and journalists increased their frequency of publication during a crisis of the Presidency's reputation (Ch. 4). Most of the French governmental offices ('Préfectures') use Facebook daily, and to alert the public about some risks - but they are not as visible as the Presidency (Ch. 5). Facebook is an important part of French people's information practices, but the manager must not lose focus of their other behaviors; their expectations; and the purpose of communications, which is to trigger useful reactions, from the communicator's perspective (Ch. 6). In France, Facebook participates in reputational crises (e.g., spreading a scandal - Ch. 4); and Facebook helps maintain the reputation of the manager, if he or she plans to communicate and does not commit mistakes or 'faux pas'. In parallel to reputation management, managers sometimes have to communicate to support conflict management and/or to prevent the consequences of disasters preventively - if possible - and then respond continuously, as during the french floods of 2016 (Ch. 7); among other issues of crisis communication. Facebook is useful for responding to crises, but it does not solve management dilemmas, the occurrence of natural disasters, or the human factors leading to ...