Preface |
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xi | |
Acknowledgments |
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xv | |
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1 A Need for More Crisis Management Knowledge |
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1 | (20) |
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Crisis Management Defined |
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3 | (6) |
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3 | (1) |
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Public Health Crisis Defined |
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4 | (1) |
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Organizational Crisis Defined |
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4 | (4) |
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8 | (1) |
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The Initial Crisis Management Framework |
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9 | (5) |
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Why a Life Cycle Approach to Crisis Management? |
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9 | (2) |
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Outline of the Three-Stage Approach |
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11 | (1) |
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11 | (1) |
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11 | (1) |
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12 | (1) |
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A More Advanced View: The Regenerative Model of Crisis |
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12 | (2) |
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Importance of Crisis Management |
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14 | (6) |
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Value of Social Evaluations |
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14 | (1) |
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15 | (1) |
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16 | (1) |
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17 | (1) |
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Negligent Failure to Plan |
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17 | (1) |
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18 | (2) |
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20 | (1) |
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20 | (1) |
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2 Risk as the Foundation for Crisis Management and Crisis Communication |
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21 | (20) |
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Enterprise Risk Management |
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22 | (6) |
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Risk in the Organizational Context |
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28 | (11) |
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29 | (3) |
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32 | (3) |
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35 | (4) |
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39 | (1) |
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39 | (2) |
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3 The Crisis Mitigation Process: Building Crisis-Resistant and Resilient Organizations |
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41 | (30) |
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Thinking About Risk Mitigation |
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42 | (4) |
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42 | (1) |
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43 | (1) |
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Paracrisis: Unique Risk Mitigation |
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44 | (1) |
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Boyd's OODA Loop: A Crisis Mitigation Process |
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45 | (1) |
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Application of the Boyd OODA Loop: Observe |
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46 | (7) |
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46 | (3) |
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49 | (4) |
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53 | (1) |
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Application of the Boyd OODA Loop: Orient |
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53 | (10) |
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Orient: Collect the Information |
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53 | (1) |
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53 | (1) |
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Orient: Analyze the Information |
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54 | (6) |
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60 | (2) |
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62 | (1) |
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Application of the Boyd OODA Loop: Decide and Act |
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63 | (6) |
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63 | (1) |
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63 | (1) |
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Act: Take Preventive Action |
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63 | (1) |
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64 | (5) |
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69 | (1) |
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69 | (2) |
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4 Crisis Preparing: Part I |
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71 | (34) |
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Diagnosing Crisis Threats: The Start of Preparing |
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71 | (5) |
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Risk as Foundation for Crisis Management and Communication |
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72 | (1) |
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73 | (3) |
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Selecting a Crisis Management Team |
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76 | (10) |
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77 | (1) |
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Interpersonal (Political) Skills |
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78 | (1) |
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79 | (1) |
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79 | (4) |
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83 | (2) |
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Enacting the Crisis Communication Plan |
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85 | (1) |
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85 | (1) |
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85 | (1) |
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Implications for Crisis Management Team Selection |
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86 | (1) |
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Training a Crisis Management Team |
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86 | (8) |
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Applications for Training |
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87 | (3) |
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Improvisation's Relationship to Crisis Management Team Training |
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90 | (2) |
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Resilience: Training Beyond the Crisis Team |
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92 | (1) |
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Resilience Training for Employees |
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92 | (1) |
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Resilience Training for the Community |
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92 | (1) |
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93 | (1) |
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Selecting and Training a Spokesperson |
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94 | (10) |
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94 | (1) |
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Media-Specific Tasks of the Spokesperson |
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95 | (2) |
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Appearing Pleasant on Camera |
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97 | (2) |
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Answering Questions Effectively |
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99 | (1) |
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Presenting Crisis Information Clearly |
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99 | (2) |
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Handling Difficult Questions |
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101 | (1) |
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Spokespersons in a Digital World |
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101 | (3) |
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104 | (1) |
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104 | (1) |
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5 Crisis Preparing: Part II |
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105 | (26) |
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Developing a Crisis Communication Plan |
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105 | (8) |
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105 | (2) |
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107 | (6) |
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Beyond the Crisis Communication Plan |
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113 | (8) |
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114 | (5) |
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The CCP Alone Is Not Enough |
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119 | (1) |
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120 | (1) |
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Reviewing the Crisis Communication System |
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121 | (4) |
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121 | (1) |
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122 | (1) |
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Social Intranet: Internal Digital Platforms |
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123 | (2) |
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125 | (5) |
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130 | (1) |
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130 | (1) |
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131 | (24) |
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133 | (8) |
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Crisis Framing: A Symbolic Response to Crises |
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133 | (1) |
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134 | (2) |
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Expertise of Top Management |
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136 | (1) |
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Persuasiveness of the Presentation |
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137 | (1) |
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Organizing the Persuasive Effort |
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138 | (1) |
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139 | (2) |
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Crises and Information Needs |
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141 | (5) |
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Crises as Information Processing and Knowledge Management |
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141 | (1) |
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141 | (1) |
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142 | (1) |
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Information Processing: The Known |
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142 | (1) |
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Information Processing Problems |
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143 | (1) |
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Serial Reproduction Errors |
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143 | (1) |
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143 | (1) |
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144 | (1) |
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Information Acquisition Bias |
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144 | (1) |
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Group Decision-Making Errors |
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145 | (1) |
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146 | (1) |
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Information-Processing Mechanisms |
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146 | (8) |
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146 | (3) |
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149 | (3) |
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152 | (2) |
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154 | (1) |
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154 | (1) |
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155 | (48) |
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Tactical Considerations: Form of the Crisis Response |
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155 | (9) |
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156 | (3) |
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Speaking With One Voice: Consistency |
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159 | (2) |
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Transparency: The New Openness |
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161 | (3) |
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A Strategic Focus: Crisis Communication as Strategic Communication |
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164 | (8) |
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The Target Audiences for Crisis Response Strategies |
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164 | (1) |
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Objectives: What Crisis Communication Hopes to Accomplish |
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165 | (3) |
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Communication Channels and Platforms for Crisis Communication |
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168 | (3) |
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The Sources for Crisis Communication |
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171 | (1) |
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How It All Comes Together |
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172 | (1) |
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Crisis Response Strategies: Adjusting and Instructing Information |
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172 | (8) |
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Instructing Information: Physical Harm |
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173 | (3) |
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Adjusting Information: Psychological Well-Being |
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176 | (3) |
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Pairing Instructing and Adjusting Information |
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179 | (1) |
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Crisis Response Strategies: Reputation Management Strategies |
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180 | (10) |
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Message Design: From Strategy to Tactics |
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188 | (1) |
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188 | (1) |
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188 | (1) |
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189 | (1) |
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189 | (1) |
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189 | (1) |
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189 | (1) |
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190 | (1) |
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Contextual Factors: Evaluating Reputational Threats |
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190 | (10) |
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Evaluating Crisis Threats |
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190 | (1) |
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190 | (1) |
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191 | (1) |
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191 | (1) |
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191 | (3) |
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194 | (1) |
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Specialized Audiences and Multiple Voices |
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194 | (2) |
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196 | (4) |
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200 | (1) |
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201 | (2) |
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8 Postcrisis Concerns and Epilogue |
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203 | (30) |
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Continuing the Crisis Performance |
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203 | (7) |
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204 | (1) |
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205 | (4) |
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209 | (1) |
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Crisis Communication Evaluation and Refinement |
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210 | (8) |
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Crisis Management Performance Evaluation |
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210 | (1) |
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210 | (1) |
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Organizing and Analyzing the Crisis Management Performance Data |
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211 | (2) |
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213 | (1) |
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Specific Measures: Assessing Objectives |
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214 | (1) |
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215 | (3) |
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Knowledge Management: Organizational Memory and Learning |
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218 | (5) |
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218 | (1) |
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219 | (2) |
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Learning Beyond the Organization |
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221 | (1) |
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Knowledge Management: Connecting the Pieces |
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221 | (2) |
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223 | (7) |
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Musings: Taking an Evidence-Based Approach Seriously |
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223 | (1) |
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Musings: Simplicity, Complexity, and Effectiveness |
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224 | (1) |
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225 | (2) |
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227 | (3) |
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230 | (1) |
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230 | (3) |
Appendix: Possible Case Studies |
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233 | (10) |
References |
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243 | (26) |
Index |
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269 | (18) |
About the Author |
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287 | |