To paraphrase Robert Burn, “The best-laid plans of mice and men often go awry.”  As it relates to corporate public relations, Research in Motion co-CEO Mike Lazaridis’ recent BBC interview offers an example.

BBC’s technology correspondent Rory Cellan-Jones spoke with Lazaridis about the firm’s new Playbook tablet. After seeing the device put through its paces, Cellan-Jones shifted gears, inquiring about RIM’s recent disputes with India and some Middle Eastern countries, referring to the “problems you’ve had in terms of security” over the countries’ desire for RIM to grant them network monitoring access. We see a visibly uncomfortable Lazaridis call the question unfair, stating that this is a “national security issue” not a question of RIM’s security, before declaring the interview over and getting up to leave.

Reaction in traditional media and the blogosphere hammered the way Lazaridis dealt with the situation, some suggesting that his days with RIM are numbered.

When talking to the media, spokespeople need to consider more than their agenda and prepare accordingly. Without having messages and strategies in place to handle difficult questions, spokespeople run the risk of appearing evasive and possibly amplifying negative messages.

Was the BBC being unfair as Lazaridis suggested?  Did it warrant ending the interview on the spot?

Few instances warrant bringing an interview to an abrupt end. And, while Cellan-Jones’ phrasing may not have accurately captured the India/Middle East issue, Blackberry’s ubiquity in this region makes it a topic of note for existing and potential customers. Should they buy the new Playbook tablet if RIM’s service is going to be compromised or shut down?

Questions on the topic, while not comfortable or welcome, should not be a surprise, and Lazaridis should have been prepared with the techniques and crisis management messaging to address the issue. For instance, security stands as one of RIM’s core principles. Many consider its hyper-secure network as the gold standard when it comes to mobile enterprise email. Lazaridis squandered a great opportunity to sidestep the sticky India/Middle East question and reinforce RIM’s high security standards.

What can Lazaridis do now?

• Explain why he was upset by elaborating on the notion that this is a national security issue in these countries, NOT a security issue for RIM.
• Reinforce the fact that the RIM network’s unimpeachable security remains the standard to which others are compared.
• Offer an olive branch to the countries by noting that RIM understands the security challenges they face and is committed to finding a mutually beneficial solution.

While we can never fully prevent things from going awry, we can try to anticipate and prepare for times when they do.