Effective crisis communication: moving from crisis to opportunity
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| Hauptverfasser: | , , |
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| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Los Angeles ; London ; New Delhi ; Singapore ; Washington DC ; Melbourne
SAGE
[2023]
|
| Ausgabe: | Fifth edition |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | xv, 248 Seiten Illustrationen |
| ISBN: | 9781071852392 |
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| 245 | 1 | 0 | |a Effective crisis communication |b moving from crisis to opportunity |c Robert R. Ulmer (University of Nevada, Las Vegas), Timothy L. Sellnow (University of Central Florida), Matthew W. Seeger (Wayne State University) |
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| 264 | 1 | |a Los Angeles ; London ; New Delhi ; Singapore ; Washington DC ; Melbourne |b SAGE |c [2023] | |
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Datensatz im Suchindex
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| adam_text | BRIEF CONTENTS xiii Preface Acknowledgments PART I THE CONCEPTUAL FOUNDATION Chapter 1 Defining Crisis Communication Chapter 2 Understanding Crisis CommunicationTheory and Practice PART II Chapter 3 Chapter 4 3 17 Lessons on Effective Crisis Communication 33 Applying the Lessons To Produce Effective Crisis Communication 55 Lessons on Managing Crisis Uncertainty Effectively Chapter 6 Applying the Lessons for Managing Crisis Uncertainty Effectively Chapter 7 Lessons on Effective Crisis Leadership Chapters Applying the Lessons for Developing Effective Crisis Leadership 139 PART 111 1 THE LESSONS AND PRACTICAL APPLICATION 31 Chapter 5 Chapter 9 xv THE OPPORTUNITIES Learning Through Failure 81 95 123 167 169 Chapter 10 Risk Communication 181 Chapter 11 Responding to the Ethical Demands of Crisis 197 Chapter 12 Facilitating Renewal Through Effective Crisis Communication 211 References 223 Index 239 About the Authors 247
DETAILED CONTENTS xiii xv Preface Acknowledgments PART I THE CONCEPTUAL FOUNDATION Chapter 1 Defining Crisis Communication A Definition of Crisis Communication 1 3 5 Surprise 6 Threat 6 Short Response Time 7 Expanding the Traditional Definition of Crisis 7 Disasters, Emergencies, Crisis, and Risk 7 Types of Crises 9 Intentional Crises Unintentional Crises 9 11 The Significance of Crisis in a Global Environment 12 Understanding the Misconceptions Associated With Crises and Crisis Communication 13 Summary 16 Chapter 2 Understanding Crisis Communication Theory and Practice Media Theories and Crisis Communication 17 18 News Framing Theory 19 Focusing Events Crisis News Diffusion Exemplification Theory 20 21 22 Organizational Theories of Crisis Communication 24 Corporate Apologia 24 Image Repair Theory 25 Situational Crisis Communication Thecry The Discourse of Renewal Theory 25 26 Organizational Learning 26 Ethical Communication 26 Prospective Versus Retrospective Vision 27 Effective Organizational Rhetoric Crisis Communication Theories That Describe, Explain, and Prescribe Understanding and Defining the Threat Bias in Crisis Communication Summary 27 27 23 29
viii Detailed Contents THE LESSONS AND PRACTICAL APPLICATION PART II Chapter3 Lessons on Effective Crisis Communication 31 33 Determining Your Goals 34 Partnering With Crisis Audiences 35 Understanding the Diversity of Your Audiences 36 Primary and Secondary Stakeholders Defined 37 Communicating With Underrepresented Groups During Crises 39 A Word on Partnerships and Listening 40 What information Do Stakeholders Need Following a Crisis? 42 Communicate Early and Often With Both Internal and External Stakeholders 42 Identifying the Cause of the Crisis 42 Contacting Everyone Affected by the Crisis 43 Determining Current and Future Risks 43 Is Certain Communication Always the Best Approach? 44 Avoid Overreassuring YourStakeholders 45 Tell YourStakeholders How to Protect Themselves 46 Reducing and intensifying Uncertainty Before, During, and After Organizational Crises 47 A Summary of Crisis Communication Research and Practice and Renewal Social Media and Effective Crisis Communication 47 50 The Power of Positive Action 51 Summary 52 Chapter 4 Applying the Lessons To Produce Effective Crisis Communication Example 4.1. The Largest Environmental Crisis in United States History: BP and the United States Coast Guard Respond Summary You Make the Call Example 4.2. A Plant Fire at Malden Mills 55 55 58 58 59 Crisis Preparation and Planning 60 Courageous Communication in the Wake of a Disaster 61 Summary 61 You Make the Call 62 Example 4.3. The WUCF and PBS Meet the Helpers Initiative: An Innovative Response to a Shocking Crisis 63 Creating an Original Crisis Response for Children 63
Expanding Applications 64 Summary 65 You Make the Call 65
Detailed Contents Example 4.4. What s in a Name? Beef Products Incorporated Face Pink Slime” ix 67 A Third Party Crisis Response 67 Summary 68 You Make the Call Example 4.5. Rural Renewal After a Tornado in Greensburg, Kansas 68 70 Initial Framing of the Crisis 70 Consequences of a Bold Environmental Vision Following the Tornado 72 Community Response 72 Summary 73 You Make the Call Example 4.6. A Costly YouTube Hoax for Domino s Pizza Unusual Challenges for Domino’s 73 75 75 Domino s Crisis Response 76 Summary 77 You Make the Call 78 Chapters Lessons on Managing Crisis Uncertainty Effectively Consider the Impact of Uncertainty on Crisis Communication Unexpected Crises and Uncertainty 81 82 83 Nonroutine Crisis Events and Uncertainty 83 Threat Perception and Uncertainty 84 Short Response Time and Uncertainty 84 The Impact of Crisis-Induced Uncertainty on Stakeholders 86 Managing Communication Ambiguity Ethically During Crisis 88 Consistent Questions of Ambiguity 89 Training, Simulations, and Uncertainty 91 Belief Structures and Uncertainty 92 Summary 93 Chapter 6 Applying the Lessons for Managing Crisis Uncertainty Effectively Example 6.1. Tennessee Valley Authority and the Kingston Ash Slide 95 95 Missed Opportunities in Crisis Preparation and Planning 95 Tennessee Valley Authority’s Response to an Uncertain Crisis 96 Summary 99 You Make the Call Example 6.2. L’Aquila; A Case of Miscommunication Communicating to the Public About L’Aquila’s Immediate Risk 99 101 101 The Investigation 101 The Outcome 103 Summary 103 You Make the Call 103
Detailed Contents Example 6.3. General Motors and Mary Barra 105 Honesty, Candor, and Openness 106 Communicate With Compassion, Concern, and Empathy 106 Process Approaches and Policy Development Summary 107 107 You Make the Call Example 6.4. King Car s Response to the 2008 Melamine Crisis 107 109 Reducing Crisis Uncertainty 109 A Guiding Vision for King Car s Crisis Communication 110 Initial Crisis Communication 110 The Recall 111 Critical Acclaim 111 Summary 112 You Make the Cali Example 6.5. Flint, Michigan, Water Contamination 112 113 Failure to Listen to Public Concerns 115 Multiple Agencies 115 Failure to Accept Uncertainty and Ambiguity 116 Summary 116 You Make the Call 116 Example 6.6. FUKUSHIMA Daiichi: Uncertainty Created by Three Interrelated Crisis Events Summary You Make the Call Chapter? Lessons on Effective Crisis Leadership 118 120 120 123 The Importance of Effective Leadership 124 Why Visibility Following a Crisis is Important 125 Developing Networks of Support 127 Being Available, Open, and Honest 129 The Impact of Leadership on Renewal Following a Crisis 129 Ineffective Leadership During a Crisis 130 What Makes an Effective Crisis Leader? 132 Leadership Styles 132 Contingency Approach to Leadership 133 Transformational Leadership 134 Leadership Virtues Managing Uncertainty, Responding, Resolving, and Learning from Crisis Suggestions for the Leader as Spokesperson Summary 134 135 136 138
Detailed Contents Chapter 8 xi Applying the Lessons for Developing Effective Crisis Leadership 139 Example 8.1. October 1, Route 91, Las Vegas, Nevada 139 Summary 142 You Make the Call 143 Example 8.2. A Fire at Cole Hardwood 144 Crisis Planning and Preparation 144 Leading instinctively After a Disaster 145 Summary 146 You Make the Call 146 Example 8.3. The Largest Foodborne Illness Outbreak in History; Schwans Sales Enterprises 147 A Guiding Philosophy 148 Schwan’s Crisis Response 149 Learning From the Crisis 150 Summary 150 You Make the Cali 150 Example 8.4. Freedom Industries and the West Virginia Drinking Water Contamination 151 A Delayed Response 152 Volunteer Voices 153 Summary 154 You Make the Call Example 8.5. United Airlines: Failed Crisis Leadership Summary You Make the Cad Example 8.6. SeaWorld’s Orca: A Symbol of Tragedy 155 156 160 160 161 Inevitable Questions 161 Blackfish: A Condemning Documentary 16? SeaWorld’s Response 163 Summary 163 You Make the Call 164 PART III Chapter 9 THE OPPORTUNITIES Learning Through Failure 167 169 Failing to Learn From Failure 170 Learning Through Failure 172 Vicarious Learning 174 Organizational Memory 175 Unlearning 177 Summary 178
Xii Detailed Contents Chapter 10 Risk Communication 181 Distinguishing Between Risk And Crisis 182 Mindfulness 184 Analyzing Multiple Audiences 187 Convergence Theory and Risk Communication 190 Responsible Risk Communication Significant Choice Fantasy Messages 192 192 194 Summary Chapter 11 Responding to the Ethical Demands of Crisis 194 197 Ethics 199 Corporations as Moral Agents 201 Values 202 Values and Crisis Responsibility and Accountability 203 203 Access too Information 205 Humanism and Care 206 The Role of Values in a Crisis Response 208 Summary 210 Chapter 12 Facilitating Renewal Through Effective Crisis Communication 211 Crisis Opportunities 212 Theoretical Components of the Discourse of Renewal Organizational Learning Ethical Communication 212 213 214 Positive Stakeholder Relationships Provisional Rather Than Strategic Communication Significant Choice 215 216 217 Prospective Versus Retrospective Vision 217 Optimism 218 Engaging in Effective Organizational Rhetoric 218 Summary of the Discourse of Renewal The Discourse of Renewal and Crisis Planning 220 220 Summary 222 References 223 Index 239 About the Authors 247
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BRIEF CONTENTS xiii Preface Acknowledgments PART I THE CONCEPTUAL FOUNDATION Chapter 1 Defining Crisis Communication Chapter 2 Understanding Crisis CommunicationTheory and Practice PART II Chapter 3 Chapter 4 3 17 Lessons on Effective Crisis Communication 33 Applying the Lessons To Produce Effective Crisis Communication 55 Lessons on Managing Crisis Uncertainty Effectively Chapter 6 Applying the Lessons for Managing Crisis Uncertainty Effectively Chapter 7 Lessons on Effective Crisis Leadership Chapters Applying the Lessons for Developing Effective Crisis Leadership 139 PART 111 1 THE LESSONS AND PRACTICAL APPLICATION 31 Chapter 5 Chapter 9 xv THE OPPORTUNITIES Learning Through Failure 81 95 123 167 169 Chapter 10 Risk Communication 181 Chapter 11 Responding to the Ethical Demands of Crisis 197 Chapter 12 Facilitating Renewal Through Effective Crisis Communication 211 References 223 Index 239 About the Authors 247
DETAILED CONTENTS xiii xv Preface Acknowledgments PART I THE CONCEPTUAL FOUNDATION Chapter 1 Defining Crisis Communication A Definition of Crisis Communication 1 3 5 Surprise 6 Threat 6 Short Response Time 7 Expanding the Traditional Definition of Crisis 7 Disasters, Emergencies, Crisis, and Risk 7 Types of Crises 9 Intentional Crises Unintentional Crises 9 11 The Significance of Crisis in a Global Environment 12 Understanding the Misconceptions Associated With Crises and Crisis Communication 13 Summary 16 Chapter 2 Understanding Crisis Communication Theory and Practice Media Theories and Crisis Communication 17 18 News Framing Theory 19 Focusing Events Crisis News Diffusion Exemplification Theory 20 21 22 Organizational Theories of Crisis Communication 24 Corporate Apologia 24 Image Repair Theory 25 Situational Crisis Communication Thecry The Discourse of Renewal Theory 25 26 Organizational Learning 26 Ethical Communication 26 Prospective Versus Retrospective Vision 27 Effective Organizational Rhetoric Crisis Communication Theories That Describe, Explain, and Prescribe Understanding and Defining the Threat Bias in Crisis Communication Summary 27 27 23 29
viii Detailed Contents THE LESSONS AND PRACTICAL APPLICATION PART II Chapter3 Lessons on Effective Crisis Communication 31 33 Determining Your Goals 34 Partnering With Crisis Audiences 35 Understanding the Diversity of Your Audiences 36 Primary and Secondary Stakeholders Defined 37 Communicating With Underrepresented Groups During Crises 39 A Word on Partnerships and Listening 40 What information Do Stakeholders Need Following a Crisis? 42 Communicate Early and Often With Both Internal and External Stakeholders 42 Identifying the Cause of the Crisis 42 Contacting Everyone Affected by the Crisis 43 Determining Current and Future Risks 43 Is Certain Communication Always the Best Approach? 44 Avoid Overreassuring YourStakeholders 45 Tell YourStakeholders How to Protect Themselves 46 Reducing and intensifying Uncertainty Before, During, and After Organizational Crises 47 A Summary of Crisis Communication Research and Practice and Renewal Social Media and Effective Crisis Communication 47 50 The Power of Positive Action 51 Summary 52 Chapter 4 Applying the Lessons To Produce Effective Crisis Communication Example 4.1. The Largest Environmental Crisis in United States History: BP and the United States Coast Guard Respond Summary You Make the Call Example 4.2. A Plant Fire at Malden Mills 55 55 58 58 59 Crisis Preparation and Planning 60 Courageous Communication in the Wake of a Disaster 61 Summary 61 You Make the Call 62 Example 4.3. The WUCF and PBS Meet the Helpers Initiative: An Innovative Response to a Shocking Crisis 63 Creating an Original Crisis Response for Children 63
Expanding Applications 64 Summary 65 You Make the Call 65
Detailed Contents Example 4.4. What's in a Name? Beef Products Incorporated Face "Pink Slime” ix 67 A Third Party Crisis Response 67 Summary 68 You Make the Call Example 4.5. Rural Renewal After a Tornado in Greensburg, Kansas 68 70 Initial Framing of the Crisis 70 Consequences of a Bold Environmental Vision Following the Tornado 72 Community Response 72 Summary 73 You Make the Call Example 4.6. A Costly YouTube Hoax for Domino's Pizza Unusual Challenges for Domino’s 73 75 75 Domino s Crisis Response 76 Summary 77 You Make the Call 78 Chapters Lessons on Managing Crisis Uncertainty Effectively Consider the Impact of Uncertainty on Crisis Communication Unexpected Crises and Uncertainty 81 82 83 Nonroutine Crisis Events and Uncertainty 83 Threat Perception and Uncertainty 84 Short Response Time and Uncertainty 84 The Impact of Crisis-Induced Uncertainty on Stakeholders 86 Managing Communication Ambiguity Ethically During Crisis 88 Consistent Questions of Ambiguity 89 Training, Simulations, and Uncertainty 91 Belief Structures and Uncertainty 92 Summary 93 Chapter 6 Applying the Lessons for Managing Crisis Uncertainty Effectively Example 6.1. Tennessee Valley Authority and the Kingston Ash Slide 95 95 Missed Opportunities in Crisis Preparation and Planning 95 Tennessee Valley Authority’s Response to an Uncertain Crisis 96 Summary 99 You Make the Call Example 6.2. L’Aquila; A Case of Miscommunication Communicating to the Public About L’Aquila’s Immediate Risk 99 101 101 The Investigation 101 The Outcome 103 Summary 103 You Make the Call 103
Detailed Contents Example 6.3. General Motors and Mary Barra 105 Honesty, Candor, and Openness 106 Communicate With Compassion, Concern, and Empathy 106 Process Approaches and Policy Development Summary 107 107 You Make the Call Example 6.4. King Car's Response to the 2008 Melamine Crisis 107 109 Reducing Crisis Uncertainty 109 A Guiding Vision for King Car's Crisis Communication 110 Initial Crisis Communication 110 The Recall 111 Critical Acclaim 111 Summary 112 You Make the Cali Example 6.5. Flint, Michigan, Water Contamination 112 113 Failure to Listen to Public Concerns 115 Multiple Agencies 115 Failure to Accept Uncertainty and Ambiguity 116 Summary 116 You Make the Call 116 Example 6.6. FUKUSHIMA Daiichi: Uncertainty Created by Three Interrelated Crisis Events Summary You Make the Call Chapter? Lessons on Effective Crisis Leadership 118 120 120 123 The Importance of Effective Leadership 124 Why Visibility Following a Crisis is Important 125 Developing Networks of Support 127 Being Available, Open, and Honest 129 The Impact of Leadership on Renewal Following a Crisis 129 Ineffective Leadership During a Crisis 130 What Makes an Effective Crisis Leader? 132 Leadership Styles 132 Contingency Approach to Leadership 133 Transformational Leadership 134 Leadership Virtues Managing Uncertainty, Responding, Resolving, and Learning from Crisis Suggestions for the Leader as Spokesperson Summary 134 135 136 138
Detailed Contents Chapter 8 xi Applying the Lessons for Developing Effective Crisis Leadership 139 Example 8.1. October 1, Route 91, Las Vegas, Nevada 139 Summary 142 You Make the Call 143 Example 8.2. A Fire at Cole Hardwood 144 Crisis Planning and Preparation 144 Leading instinctively After a Disaster 145 Summary 146 You Make the Call 146 Example 8.3. The Largest Foodborne Illness Outbreak in History; Schwans Sales Enterprises 147 A Guiding Philosophy 148 Schwan’s Crisis Response 149 Learning From the Crisis 150 Summary 150 You Make the Cali 150 Example 8.4. Freedom Industries and the West Virginia Drinking Water Contamination 151 A Delayed Response 152 Volunteer Voices 153 Summary 154 You Make the Call Example 8.5. United Airlines: Failed Crisis Leadership Summary You Make the Cad Example 8.6. SeaWorld’s Orca: A Symbol of Tragedy 155 156 160 160 161 Inevitable Questions 161 Blackfish: A Condemning Documentary 16? SeaWorld’s Response 163 Summary 163 You Make the Call 164 PART III Chapter 9 THE OPPORTUNITIES Learning Through Failure 167 169 Failing to Learn From Failure 170 Learning Through Failure 172 Vicarious Learning 174 Organizational Memory 175 Unlearning 177 Summary 178
Xii Detailed Contents Chapter 10 Risk Communication 181 Distinguishing Between Risk And Crisis 182 Mindfulness 184 Analyzing Multiple Audiences 187 Convergence Theory and Risk Communication 190 Responsible Risk Communication Significant Choice Fantasy Messages 192 192 194 Summary Chapter 11 Responding to the Ethical Demands of Crisis 194 197 Ethics 199 Corporations as Moral Agents 201 Values 202 Values and Crisis Responsibility and Accountability 203 203 Access too Information 205 Humanism and Care 206 The Role of Values in a Crisis Response 208 Summary 210 Chapter 12 Facilitating Renewal Through Effective Crisis Communication 211 Crisis Opportunities 212 Theoretical Components of the Discourse of Renewal Organizational Learning Ethical Communication 212 213 214 Positive Stakeholder Relationships Provisional Rather Than Strategic Communication Significant Choice 215 216 217 Prospective Versus Retrospective Vision 217 Optimism 218 Engaging in Effective Organizational Rhetoric 218 Summary of the Discourse of Renewal The Discourse of Renewal and Crisis Planning 220 220 Summary 222 References 223 Index 239 About the Authors 247 |
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| spelling | Ulmer, Robert R. 1969- Verfasser (DE-588)140598626 aut Effective crisis communication moving from crisis to opportunity Robert R. Ulmer (University of Nevada, Las Vegas), Timothy L. Sellnow (University of Central Florida), Matthew W. Seeger (Wayne State University) Fifth edition Los Angeles ; London ; New Delhi ; Singapore ; Washington DC ; Melbourne SAGE [2023] © 2023 xv, 248 Seiten Illustrationen txt rdacontent n rdamedia nc rdacarrier Sellnow, Timothy L. 1960- Verfasser (DE-588)140598561 aut Seeger, Matthew W. 1957- Verfasser (DE-588)1025686837 aut Digitalisierung UB Regensburg - ADAM Catalogue Enrichment application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=034102170&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Ulmer, Robert R. 1969- Sellnow, Timothy L. 1960- Seeger, Matthew W. 1957- Effective crisis communication moving from crisis to opportunity |
| title | Effective crisis communication moving from crisis to opportunity |
| title_auth | Effective crisis communication moving from crisis to opportunity |
| title_exact_search | Effective crisis communication moving from crisis to opportunity |
| title_exact_search_txtP | Effective crisis communication moving from crisis to opportunity |
| title_full | Effective crisis communication moving from crisis to opportunity Robert R. Ulmer (University of Nevada, Las Vegas), Timothy L. Sellnow (University of Central Florida), Matthew W. Seeger (Wayne State University) |
| title_fullStr | Effective crisis communication moving from crisis to opportunity Robert R. Ulmer (University of Nevada, Las Vegas), Timothy L. Sellnow (University of Central Florida), Matthew W. Seeger (Wayne State University) |
| title_full_unstemmed | Effective crisis communication moving from crisis to opportunity Robert R. Ulmer (University of Nevada, Las Vegas), Timothy L. Sellnow (University of Central Florida), Matthew W. Seeger (Wayne State University) |
| title_short | Effective crisis communication |
| title_sort | effective crisis communication moving from crisis to opportunity |
| title_sub | moving from crisis to opportunity |
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