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BUNDLE: Ulmer: Effective Crisis Communication 3e plus Coombs: Applied Crisis Communication and Crisis Management [Multiple-component retail product]

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  • Formāts: Multiple-component retail product, weight: 810 g, Contains 2 paperbacks
  • Izdošanas datums: 12-Feb-2015
  • Izdevniecība: SAGE Publications Inc
  • ISBN-10: 1483359816
  • ISBN-13: 9781483359816
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BUNDLE: Ulmer: Effective Crisis Communication 3e plus Coombs: Applied Crisis Communication and Crisis ManagementPalielināt
  • Formāts: Multiple-component retail product, weight: 810 g, Contains 2 paperbacks
  • Izdošanas datums: 12-Feb-2015
  • Izdevniecība: SAGE Publications Inc
  • ISBN-10: 1483359816
  • ISBN-13: 9781483359816
Citas grāmatas par šo tēmu:
Permanent link: https://www.kriso.lv/db/9781483359816.html
This bundle includes Ulmer: Effective Crisis Communication 3e and Coombs: Applied Crisis Communication and Crisis Management
Preface xiv
Acknowledgments xvi
PART I THE CONCEPTUAL FOUNDATION
1(36)
Chapter 1 Defining Crisis Communication
3(17)
A Definition of Crisis Communication
6(2)
Surprise
7(1)
Threat
7(1)
Short Response Time
8(1)
Expanding the Traditional Definition of Crisis
8(1)
Disasters, Emergencies, Crisis, and Risk
9(1)
Types of Crises
10(4)
Intentional Crises
10(2)
Unintentional Crises
12(2)
The Significance of Crisis in a Global Environment
14(1)
Understanding the Misconceptions Associated With Crises and Crisis Communication
15(3)
Summary
18(1)
References
19(1)
Chapter 2 Understanding Crisis Communication Theory and Practice
20(17)
Media Theories and Crisis Communication
22(4)
News Framing Theory
22(2)
Focusing Events
24(1)
Crisis News Diffusion
25(1)
Organizational Theories of Crisis Communication
26(4)
Corporate Apologia
26(1)
Image Repair Theory
27(1)
Situational Crisis Communication Theory
28(1)
Discourse of Renewal Theory
29(1)
Crisis Communication Theories That Describe, Explain, and Prescribe
30(1)
Understanding and Defining the Threat Bias in Crisis Communication
31(1)
Summary
32(1)
References
33(4)
PART II THE LESSONS AND PRACTICAL APPLICATION
37(146)
Chapter 3 Lessons on Effective Crisis Communication
39(21)
Determining Your Goals
39(1)
Partnering With Crisis Audiences
40(2)
Understanding the Diversity of Your Audiences
42(1)
Primary and Secondary Stakeholders Defined
42(2)
Communicating With Underrepresented Populations During Crises
44(2)
A Word on Partnerships and Listening
46(1)
What Information Do Stakeholders Need Following a Crisis?
47(2)
Communicate Early and Often With Both Internal and External Stakeholders
47(1)
Identifying the Cause of the Crisis
47(1)
Contacting Everyone Affected by the Crisis
48(1)
Determining Current and Future Risks
48(1)
Is Certain Communication Always the Best Approach?
49(1)
Be Careful of Overreassuring Your Stakeholders
50(1)
Tell Your Stakeholders How to Protect Themselves
50(1)
Reducing and Intensifying Uncertainty Before, During, and After Organizational Crises
51(3)
A Summary of Research and Practice in Crisis Communication and Generating Renewal
51(3)
Social Media and Effective Crisis Communication
54(2)
The Power of Positive Thinking
56(2)
Summary
58(1)
References
59(1)
Chapter 4 Applying the Lessons to Produce Effective Crisis Communication
60(30)
Example 4.1 The Largest Environmental Crisis in United States History: BP and the United States Coast Guard Respond
60(5)
You Make the Call
63(2)
Summary
65(1)
Example 4.2 A Plant Fire at Maiden Mills
65(4)
Crisis Preparation and Planning
66(1)
Courageous Communication in the Wake of a Disaster
66(1)
You Make the Call
67(2)
Summary
69(1)
Example 4.3 Long-Term Complexities in the Tainted Odwalla Apple Juice Crisis
69(4)
Challenges for Multiple Stakeholders
70(1)
Odwalla's Crisis Response
70(1)
Impact on Stakeholders
71(1)
You Make the Call
72(1)
Summary
73(1)
Example 4.4 The Oklahoma City Bombing
73(6)
You Make the Call
77(1)
Summary
78(1)
Example 4.5 Rural Renewal After a Tornado in Greensburg, Kansas
79(5)
Initial Framing of the Crisis
79(2)
Consequences of a Bold Environmental Vision Following the Tornado
81(1)
Community Response
82(1)
You Make the Call
82(1)
Summary
83(1)
Example 4.6 A Costly YouTube Hoax for Domino's Pizza
84(4)
Unusual Challenges for Domino's
84(1)
Domino's Crisis Response
85(2)
You Make the Call
87(1)
Summary
88(1)
References
88(2)
Chapter 5 Lessons on Managing Crisis Uncertainty Effectively
90(15)
Defining Uncertainty
91(1)
Unexpected Crises and Uncertainty
91(1)
Nonroutine Crisis Events and Uncertainty
92(1)
Threat Perception and Uncertainty
93(1)
Short Response Time and Uncertainty
93(2)
The Impact of Crisis-Induced Uncertainty on Stakeholders
95(2)
Managing Communication Ambiguity Ethically During Crisis
97(1)
Consistent Questions of Ambiguity
98(3)
Training, Simulations, and Uncertainty
101(1)
Belief Structures and Uncertainty
102(1)
Summary
103(1)
References
104(1)
Chapter 6 Applying the Lessons for Managing Crisis Uncertainty Effectively
105(33)
Example 6.1 Tennessee Valley Authority and the Kingston Ash Slide
105(7)
Missed Opportunities in Crisis Preparation and Planning
106(1)
Tennessee Valley Authority's Response to an Uncertain Crisis
107(3)
You Make the Call
110(1)
Summary
111(1)
Example 6.2 1997 Red River Valley Floods
112(5)
Predicting Floodwaters in the Red River Valley
113(1)
Communicating to the Public About Crest Levels
113(1)
Understanding the National Weather Service's Response to the Red River Valley Floods
114(1)
You Make the Call
115(1)
Summary
116(1)
Example 6.3 The Case of 9/11
117(4)
You Make the Call
120(1)
Summary
121(1)
Example 6.4 King Car's Response to the 2008 Melamine Crisis
121(5)
Reducing Crisis Uncertainty
122(1)
A Guiding Vision for King Car's Crisis Communication
122(1)
Initial Crisis Communication
123(1)
The Recall
123(1)
Critical Acclaim
124(1)
You Make the Call
124(2)
Summary
126(1)
Example 6.5 Enron
126(6)
Leadership Communication
127(1)
Divergent Corporate Values
127(1)
Responsibility to Be Informed
128(1)
Openness to Signs of Problems
129(1)
You Make the Call
130(1)
Summary
131(1)
Example 6.6 Fukashima Daiichi: Uncertainty Created by Three Interrelated Crisis Events
132(4)
You Make the Call
134(1)
Summary
135(1)
References
136(2)
Chapter 7 Lessons on Effective Crisis Leadership
138(16)
The Importance of Effective Leadership
138(1)
Why Visibility Following a Crisis Is Important
139(2)
Developing Networks of Support
141(1)
Being Available, Open, and Honest
142(1)
The Impact of Leadership on Renewal Following a Crisis
143(1)
Ineffective Leadership During a Crisis
143(2)
What Makes an Effective Crisis Leader?
145(3)
Leadership Styles
145(1)
Contingency Approach to Leadership
146(1)
Transformational Leadership
147(1)
Leadership Virtues
148(1)
Managing Uncertainty, Responding, Resolving, and Learning From Crisis
148(3)
Suggestions for the Leader as Spokesperson
149(2)
Summary
151(1)
References
152(2)
Chapter 8 Applying the Lessons for Developing Effective Crisis Leadership
154(29)
Example 8.1 The Sweeping Impact of a Contaminated Food Ingredient: Peanut Corporation of America
154(5)
Pervasiveness of the Product
155(1)
PCA's Crisis Response
156(1)
You Make the Call
157(1)
Summary
158(1)
Example 8.2 A Fire at Cole Hardwood
159(3)
Crisis Planning and Preparation
159(1)
Leading Instinctively After a Disaster
160(1)
You Make the Call
161(1)
Summary
162(1)
Example 8.3 The Largest Food-Borne Illness Outbreak in History: Schwans Sales Enterprises
162(5)
A Guiding Philosophy
164(1)
Schwans Crisis Response
164(1)
Learning From the Crisis
165(1)
You Make the Call
165(2)
Summary
167(1)
Example 8.4 Leadership During a Terrorist Attack: Coping With 9/11 by Rebuilding
167(5)
Cantor Fitzgerald's Precrisis Reputation
168(1)
Howard Lutnick's Crisis Response
168(1)
Reservoir of Goodwill
169(1)
Post-9/11: Recovery, Remembrance, and Renewal
170(1)
You Make the Call
170(1)
Summary
171(1)
Example 8.5 Hurricane Katrina
172(4)
You Make the Call
174(1)
Summary
175(1)
Example 8.6 Rising From the Wreckage: General Motors and the Crash of 2008--2009
176(4)
General Motors' Initial Response to the Crisis
176(1)
A Second Attempt to Respond to the Crisis
177(1)
Bankruptcies at General Motors and Chrysler
177(1)
Televising and Promoting a New Vision at General Motors
177(1)
You Make the Call
178(1)
Summary
179(1)
References
180(3)
PART III THE OPPORTUNITIES
183(57)
Chapter 9 Learning Through Failure
185(11)
Failing to Learn From Failure
186(2)
Learning Through Failure
188(2)
Vicarious Learning
190(1)
Organizational Memory
190(2)
Unlearning
192(2)
Summary
194(1)
References
194(2)
Chapter 10 Risk Communication
196(16)
Distinguishing Between Risk and Crisis
197(2)
Identifying Risk
199(1)
Mindfulness
200(2)
Analyzing Multiple Audiences
202(3)
Convergence Theory and Risk Communication
205(2)
Responsible Risk Communication
207(2)
Significant Choice
207(2)
Fantasy Messages
209(1)
Summary
209(1)
References
210(2)
Chapter 11 Responding to the Ethical Demands of Crisis
212(14)
Ethics
213(2)
Corporations as Moral Agents
215(1)
Values
215(2)
Values and Crisis
217(1)
Responsibility and Accountability
217(1)
Access to Information
218(2)
Humanism and Care
220(1)
The Role of Values in a Crisis Response
221(2)
Summary
223(1)
References
224(2)
Chapter 12 Inspiring Renewal Through Effective Crisis Communication
226
Considering the Opportunities Associated With Crisis
226(1)
Theoretical Components of the Discourse of Renewal
227(7)
Organizational Learning
228(2)
Ethical Communication
230(2)
Prospective Versus Retrospective Vision
232(1)
Optimism
232(1)
Effective Organizational Rhetoric
233(1)
Summary of the Discourse of Renewal
234(1)
The Discourse of Renewal and Crisis Planning
235(2)
Summary
237(1)
References
238
Index 240(8)
About the Authors 248
1 A Short Introduction to the Case Study Method
1(6)
2 Crisis Capsules
7(26)
3 Pampers and Dry Max Chemical Burn Rumor
33(14)
4 Hershey, Cocoa, and Child Slavery/Labor Abuse
47(16)
5 Cadbury Salmonella Recall
63(12)
6 Peanut Butter Paste Recall of 2009
75(14)
7 Tetra Pak, Nestle, and ITX
89(8)
8 Nestle and Greenpeace Disagree Over Palm Oil Sourcing
97(14)
9 Carrefour, China, and the Olympic Torch Relay
111(8)
10 Sparboe Farms and McDonald's Part Company Over Animal Cruelty
119(14)
11 BP Texas City Explosion
133(14)
12 Sigg and BPA
147(12)
13 West Pharmaceutical Services' Dust Explosion
159(18)
14 Jensen Farm, Listeria, and Cantaloupe
177(12)
15 Chick-fil-A and the Dangers of Social Issues
189(8)
16 The Bhopal Tragedy
197(12)
17 Odwalla and E. Coli
209(8)
18 ValuJet Flight 592 and the End of a Brand
217(10)
19 Greenpeace Pressures H&M to Detox the Garment Industry
227(12)
Index 239(6)
About the Author 245
Robert R. Ulmer is professor of Communication Studies and dean of the Greenspun College of Urban Affairs at the University of Nevada, Las Vegas. The Greenspun College of Urban Affairs mission is to create unique solutions to support community resiliency. His teaching, research, and advisory roles focus on producing effective risk and crisis communication through renewal, growth, and transformation. His current work involves creating transdisciplinary research solutions and engaging public/private partnerships to develop crisis-prepared and response-capable communities and organizations. Recently, the Greenspun College of Urban Affairs launched the MGM Resorts International Public Policy Institute. The Institute is bipartisan (the co-chairs are former Senator Harry Reid and former Speaker John Boehner) and focuses on creating innovative solutions to pressing national social crises. He is also involved in several research initiatives focused on tourist safety, smart cities, urban leadership, community trauma, and community resiliency.

His recent and current work is funded by MGM Resorts International, the Centers for Disease Control and Prevention, and the Environmental Protection Agency. He has worked in an advisory role both nationally and internationally for a wide variety of public and private organizations during risk and crisis events. He has served as an advisor on several large-scale oil spills, issues of homeland security and terrorism, financial crises, environmental disasters, food safety crises, and public health and community crises.

He has published articles in Management Communication Quarterly; Journal of Applied Poultry Research; Communication Yearbook; Journal of Business Ethics; Public Relations Review; Journal of Organizational Change Management; Journal of Applied Communication Research; Handbook of Crisis Communication, Argumentation, and Advocacy; Public Relations Review; Communication Studies; Handbook of Risk and Crisis Communication; Encyclopedia of Public Relations; International Handbook of Crisis Communication; Handbook of Crisis Communication; and Handbook of Public Relations.

W. Timothy Coombs (PhD Purdue University in Public Affairs and Issues Management) is the George T and Glady H Abell Professor in Liberal Arts in Department of Communication at Texas A&M University.  His primary areas of research are crisis communication and CSR including the award-winning book Ongoing Crisis Communication. He is the current editor for Corporation Communication:  An International Journal.  His research has appeared in Management Communication Quarterly, Public Relations Review, Corporate Reputation Review, Journal of Public Relations Research, Journal of Communication Management, Business Horizons, and the Journal of Business Communication.