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Effective Crisis Communication: Moving From Crisis to Opportunity 5th Revised edition [Mīkstie vāki]

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  • Formāts: Paperback / softback, 264 pages, height x width: 228x152 mm, weight: 390 g
  • Izdošanas datums: 27-Jan-2023
  • Izdevniecība: SAGE Publications Inc
  • ISBN-10: 1071852396
  • ISBN-13: 9781071852392
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Effective Crisis Communication: Moving From Crisis to Opportunity 5th Revised editionPalielināt
  • Formāts: Paperback / softback, 264 pages, height x width: 228x152 mm, weight: 390 g
  • Izdošanas datums: 27-Jan-2023
  • Izdevniecība: SAGE Publications Inc
  • ISBN-10: 1071852396
  • ISBN-13: 9781071852392
Citas grāmatas par šo tēmu:
Permanent link: https://www.kriso.lv/db/9781071852392.html
Keywords:

In this fully updated Fifth Edition, three of today’s most respected crisis/risk communication scholars provide the latest theory, practice, and innovative approaches for handling crisis. This acclaimed book presents the discourse of renewal as a theory to manage crises effectively. The book provides in-depth case studies that highlight successes and failures in dealing with core issues of crisis leadership, managing uncertainty, communicating effectively, understanding risk, promoting communication ethics, enabling organizational learning, and producing renewing responses to crisis. Unlike other crisis communication texts, this book answers the question, “What now?” and explains how organizations can and should emerge from crisis. Authors Robert R. Ulmer, Timothy L. Sellnow, and Matthew W. Seeger provide guidelines for taking the many challenges that crises present and turning those challenges into opportunities for overcoming a crisis.

 

Preface xiii
Acknowledgments xv
PART I THE CONCEPTUAL FOUNDATION
1(30)
Chapter 1 Defining Crisis Communication
3(14)
A Definition of Crisis Communication
5(1)
Surprise
6(1)
Threat
6(1)
Short Response Time
7(1)
Expanding the Traditional Definition of Crisis
7(1)
Disasters, Emergencies, Crisis, and Risk
7(2)
Types of Crises
9(1)
Intentional Crises
9(2)
Unintentional Crises
11(1)
The Significance of Crisis in a Global Environment
12(1)
Understanding the Misconceptions Associated With Crises and Crisis Communication
13(3)
Summary
16(1)
Chapter 2 Understanding Crisis Communication Theory and Practice
17(14)
Media Theories and Crisis Communication
18(1)
News Framing Theory
19(1)
Focusing Events
20(1)
Crisis News Diffusion
21(1)
Exemplification Theory
22(2)
Organizational Theories of Crisis Communication
24(1)
Corporate Apologia
24(1)
Image Repair Theory
25(1)
Situational Crisis Communication Theory
25(1)
The Discourse of Renewal Theory
26(1)
Organizational Learning
26(1)
Ethical Communication
26(1)
Prospective Versus Retrospective Vision
27(1)
Effective Organizational Rhetoric
27(1)
Crisis Communication Theories That Describe, Explain, and Prescribe
27(1)
Understanding and Defining the Threat Bias in Crisis Communication
28(1)
Summary
29(2)
PART II THE LESSONS AND PRACTICAL APPLICATION
31(136)
Chapter 3 Lessons on Effective Crisis Communication
33(22)
Determining Your Goals
34(1)
Partnering With Crisis Audiences
35(1)
Understanding the Diversity of Your Audiences
36(1)
Primary and Secondary Stakeholders Defined
37(2)
Communicating With Underrepresented Groups During Crises
39(1)
A Word on Partnerships and Listening
40(2)
What Information Do Stakeholders Need Following a Crisis?
42(1)
Communicate Early and Often With Both Internal and External Stakeholders
42(1)
Identifying the Cause of the Crisis
42(1)
Contacting Everyone Affected by the Crisis
43(1)
Determining Current and Future Risks
43(1)
Is Certain Communication Always the Best Approach?
44(1)
Avoid Overreassuring Your Stakeholders
45(1)
Tell Your Stakeholders How to Protect Themselves
46(1)
Reducing and Intensifying Uncertainty Before, During, and After Organizational Crises
47(1)
A Summary of Crisis Communication Research and Practice and Renewal
47(3)
Social Media and Effective Crisis Communication
50(1)
The Power of Positive Action
51(1)
Summary
52(3)
Chapter 4 Applying the Lessons To Produce Effective Crisis Communication
55(26)
Example 4.1 The Largest Environmental Crisis in United States History: BP and the United States Coast Guard Respond
55(3)
Summary
58(1)
You Make the Call
58(1)
Example 4.2 A Plant Fire at Maiden Mills
59(1)
Crisis Preparation and Planning
60(1)
Courageous Communication in the Wake of a Disaster
61(1)
Summary
61(1)
You Make the Call
62(1)
Example 4.3 The WUCF and PBS Meet the Helpers Initiative: An Innovative Response to a Shocking Crisis
63(1)
Creating an Original Crisis Response for Children
63(1)
Expanding Applications
64(1)
Summary
65(1)
You Make the Call
65(2)
Example 4.4 What's in a Name? Beef Products Incorporated Face "Pink Slime"
67(1)
A Third Party Crisis Response
67(1)
Summary
68(1)
You Make the Call
68(2)
Example 4.5 Rural Renewal After a Tornado in Greensburg, Kansas
70(1)
Initial Framing of the Crisis
70(2)
Consequences of a Bold Environmental Vision Following the Tornado
72(1)
Community Response
72(1)
Summary
73(1)
You Make the Call
73(2)
Example 4.6 A Costly YouTube Hoax for Domino's Pizza
75(1)
Unusual Challenges for Domino's
75(1)
Domino's Crisis Response
76(1)
Summary
77(1)
You Make the Call
78(3)
Chapter 5 Lessons on Managing Crisis Uncertainty Effectively
81(14)
Consider the Impact of Uncertainty on Crisis Communication
82(1)
Unexpected Crises and Uncertainty
83(1)
Nonroutine Crisis Events and Uncertainty
83(1)
Threat Perception and Uncertainty
84(1)
Short Response Time and Uncertainty
84(2)
The Impact of Crisis-Induced Uncertainty on Stakeholders
86(2)
Managing Communication Ambiguity Ethically During Crisis
88(1)
Consistent Questions of Ambiguity
89(2)
Training, Simulations, and Uncertainty
91(1)
Belief Structures and Uncertainty
92(1)
Summary
93(2)
Chapter 6 Applying the Lessons for Managing Crisis Uncertainty Effectively
95(28)
Example 6.1 Tennessee Valley Authority and the Kingston Ash Slide
95(1)
Missed Opportunities in Crisis Preparation and Planning
95(1)
Tennessee Valley Authority's Response to an Uncertain Crisis
96(3)
Summary
99(1)
You Make the Call
99(2)
Example 6.2 L'Aquila: A Case of Miscommunication
101(1)
Communicating to the Public About L'Aquila's Immediate Risk
101(1)
The Investigation
101(2)
The Outcome
103(1)
Summary
103(1)
You Make the Call
103(2)
Example 6.3 General Motors and Mary Barra
105(1)
Honesty, Candor, and Openness
106(1)
Communicate With Compassion. Concern, and Empathy
106(1)
Process Approaches and Policy Development
107(1)
Summary
107(1)
You Make the Call
107(2)
Example 6.4 King Car's Response to the 2008 Melamine Crisis
109(1)
Reducing Crisis Uncertainty
109(1)
A Guiding Vision for King Car's Crisis Communication
110(1)
Initial Crisis Communication
110(1)
The Recall
111(1)
Critical Acclaim
111(1)
Summary
112(1)
You Make the Call
112(1)
Example 6.5 Flint, Michigan, Water Contamination
113(2)
Failure to Listen to Public Concerns
115(1)
Multiple Agencies
115(1)
Failure to Accept Uncertainty and Ambiguity
116(1)
Summary
116(1)
You Make the Call
116(2)
Example 6.6 FUKUSHIMA Daiichi: Uncertainty Created by Three Interrelated Crisis Events
118(2)
Summary
120(1)
You Make the Call
120(3)
Chapter 7 Lessons on Effective Crisis Leadership
123(16)
The Importance of Effective Leadership
124(1)
Why Visibility Following a Crisis is Important
125(2)
Developing Networks of Support
127(2)
Being Available, Open, and Honest
129(1)
The Impact of Leadership on Renewal Following a Crisis
129(1)
Ineffective Leadership During a Crisis
130(2)
What Makes an Effective Crisis Leader?
132(1)
Leadership Styles
132(1)
Contingency Approach to Leadership
133(1)
Transformational Leadership
134(1)
Leadership Virtues
134(1)
Managing Uncertainty, Responding, Resolving, and Learning from Crisis
135(1)
Suggestions for the Leader as Spokesperson
136(2)
Summary
138(1)
Chapter 8 Applying the Lessons for Developing Effective Crisis Leadership
139(28)
Example 8.1 October 1, Route 91, Las Vegas, Nevada
139(3)
Summary
142(1)
You Make the Call
143(1)
Example 8.2 A Fire at Cole Hardwood
144(1)
Crisis Planning and Preparation
144(1)
Leading Instinctively After a Disaster
145(1)
Summary
146(1)
You Make the Call
146(1)
Example 8.3 The Largest Foodborne Illness Outbreak in History: Schwan's Sales Enterprises
147(1)
A Guiding Philosophy
148(1)
Schwan's Crisis Response
149(1)
Learning From the Crisis
150(1)
Summary
150(1)
You Make the Call
150(1)
Example 8.4 Freedom Industries and the West Virginia Drinking Water Contamination
151(1)
A Delayed Response
152(1)
Volunteer Voices
153(1)
Summary
154(1)
You Make the Call
155(1)
Example 8.5 United Airlines: Failed Crisis Leadership
156(4)
Summary
160(1)
You Make the Call
160(1)
Example 8.6 SeaWorld's Orca: A Symbol of Tragedy
161(1)
Inevitable Questions
161(1)
Blackfish: A Condemning Documentary
162(1)
SeaWorld's Response
163(1)
Summary
163(1)
You Make the Call
164(3)
PART III THE OPPORTUNITIES
167(72)
Chapter 9 Learning Through Failure
169(12)
Failing to Learn From Failure
170(2)
Learning Through Failure
172(2)
Vicarious Learning
174(1)
Organizational Memory
175(2)
Unlearning
177(1)
Summary
178(3)
Chapter 10 Risk Communication
181(16)
Distinguishing Between Risk And Crisis
182(2)
Mindfulness
184(3)
Analyzing Multiple Audiences
187(3)
Convergence Theory and Risk Communication
190(2)
Responsible Risk Communication
192(1)
Significant Choice
192(2)
Fantasy Messages
194(1)
Summary
194(3)
Chapter 11 Responding to the Ethical Demands of Crisis
197(14)
Ethics
199(2)
Corporations as Moral Agents
201(1)
Values
202(1)
Values and Crisis
203(1)
Responsibility and Accountability
203(2)
Access too Information
205(1)
Humanism and Care
206(2)
The Role of Values in a Crisis Response
208(2)
Summary
210(1)
Chapter 12 Facilitating Renewal Through Effective Crisis Communication
211(28)
Crisis Opportunities
212(1)
Theoretical Components of the Discourse of Renewal
212(1)
Organizational Learning
213(1)
Ethical Communication
214(1)
Positive Stakeholder Relationships
215(1)
Provisional Rather Than Strategic Communication
216(1)
Significant Choice
217(1)
Prospective Versus Retrospective Vision
217(1)
Optimism
218(1)
Engaging in Effective Organizational Rhetoric
218(2)
Summary of the Discourse of Renewal
220(1)
The Discourse of Renewal and Crisis Planning
220(2)
Summary
222(1)
References
223(16)
Index 239(8)
About the Authors 247
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.

Timothy L. Sellnow is a professor of strategic communication in the Nicholson School of Communication and Media at the University of Central Florida in Orlando. Dr. Sellnows research focuses on instructional risk and crisis communication to diverse publics, and strategic communication for crisis management and risk mitigation in government, organizational, and health settings. He has conducted funded research for the Department of Homeland Security, the United States Department of Agriculture, the Centers for Disease Control and Prevention, the Environmental Protection Agency, the United States Geological Survey, and the World Health Organization. He has also served in an advisory role for the National Academy of Sciences and the Food and Drug Administration. His work on crisis, risk, and communication has appeared in the Handbook of Crisis and Risk Communication; International Encyclopedia of Communication; Communication Yearbook; Handbook of Public Relations; Handbook of Applied Communication Research; Public Relations Review; Communication Studies; Journal of Business Ethics; Journal of Business Communication, Argumentation, and Advocacy; Critical Studies in Media Communication; Journal of Applied Communication Research; Health Communication; Journal of Health Communication; Risk Analysis; Journal of Contingencies and Crisis Management; and Management Communication Quarterly. Dr. Sellnow is the coauthor of six books and coeditor of two books on crisis and risk communication, and he is the past editor of the Journal of Applied Communication Research and past recipient of the National Communication Associations Gerald M. Phillips Award for Distinguished Applied Communication Scholarship.

Matthew W. Seeger is currently professor of communication and co-director of the Center for Emerging Infectious Diseases at Wayne State University. Dr. Seegers research concerns crisis and risk communication, health promotion and communication, crisis response and agency coordination, the role of mediaincluding new mediacrisis and communication ethics, failure of complex systems, and post-crisis resilience and renewal.

He has worked with the U.S. Centers for Disease Control and Prevention for more than a decade. He is a member of the World Health Organization Guidelines Development Group for Emergency Risk Communication. He has consulted with several Fortune 500 firms on crisis management planning and response. His work has been supported by the CDC, NCFPD, NSF, NIH, and the State of Michigan, with over $7 million in extramural funding.

His work on crisis, risk, and communication has appeared in more than 100 peer reviewed articles and book chapters including the Handbook of Crisis and Risk Communication, International Encyclopedia of Communication, Journal of Health Communication Research, Health Promotion Practice, Communication Monographs, International Journal of Crisis and Contingency Management, Communication Yearbook, the Handbook of Public Relations, Handbook of Applied Communication Research, Communication Monographs, Public Relations Review, Communication Studies,  Journal of Business Ethics, Journal of Business Communication, Management Communication Quarterly, Journal of Applied Communication Research, and the Journal of Organizational Change Management, among several others. Seeger is the author or coauthor of eight books, most focusing on crisis and risk communication, including Communication and Organizational Crisis (2003), Crisis Communication and the Public Health (2008), Effective Crisis Communication (2007), Effective Risk Communication (2009), Theorizing Crisis Communication (2021), Crisis and Emergency Risk Communication (Second Edition, 2015), Narratives of Crisis: Stories of Ruin and Renewal (2016), and the International Handbook of Crisis Communication (2016). He has advised over 40 doctoral dissertations.