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Effective Crisis Communication: Moving From Crisis to Opportunity 2nd Revised edition [Minkštas viršelis]

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  • Formatas: Paperback / softback, 264 pages, aukštis x plotis: 228x152 mm, weight: 370 g
  • Išleidimo metai: 11-Jan-2011
  • Leidėjas: SAGE Publications Inc
  • ISBN-10: 1412980348
  • ISBN-13: 9781412980340
Kitos knygos pagal šią temą:
Effective Crisis Communication: Moving From Crisis to Opportunity 2nd Revised editionDidesnis paveikslėlis
  • Formatas: Paperback / softback, 264 pages, aukštis x plotis: 228x152 mm, weight: 370 g
  • Išleidimo metai: 11-Jan-2011
  • Leidėjas: SAGE Publications Inc
  • ISBN-10: 1412980348
  • ISBN-13: 9781412980340
Kitos knygos pagal šią temą:
Pastovi nuoroda: https://www.kriso.lt/db/9781412980340.html
Raktažodžiai:
This book provides the reader practical advice on how to effectively manage and overcome a 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.





Key Features of this second edition:









Brings together theory and experience: This book introduces readers to sound research and best practices in the field of crisis communication.









Provides advice on how to create opportunity from crisis: Unlike other crisis communication texts, this book explains how organizations can and should emerge from crises as better organizations.









Addresses prominent and diverse cases: Cases and practical applications from a wide variety of crises are included, such as food-borne illness outbreaks, terrorism, industrial disasters, and natural disasters. "You Make the Call" exercises allow readers to examine and critique the decisions made in such important cases such as 9/11, the 2003 California fires, the recent financial crisis, and the Swine flu pandemic.

Recenzijos

Effective Crisis Communication is a clear and well-developed skills based approach to crisis communication. The authors have done a superb job demonstrating the practicality of applying lessons learned in a variety of crisis incidents. It is must have for building a basic framework for approaching unexpected moments in organizational life. -- Tyler Spradley This is one of the most user friendly books on crisis communication. Students enjoy reading the cases and learn from the application tools provided in the chapters. The writing is generally clear and interesting.  A good balance exists between theory and practice. -- John R. Fisher

Preface xiii
Acknowledgments xvi
Part I The Lessons
1(80)
Chapter 1 Defining Crisis Communication
2(23)
A Definition of Crisis Communication
5(2)
A Working Definition
7(1)
Crisis and Risk
8(1)
Types of Crises
9(4)
The Significance of Crisis in a Global Environment
13(1)
Defining Crisis Communication Theory and Practice
14(6)
Crisis Communication Theories That Describe, Explain, and Prescribe
20(1)
Understanding and Defining the Threat Bias in Crisis Communication
21(1)
Summary
22(1)
References
22(3)
Chapter 2 Lessons on Managing Crisis Uncertainty
25(16)
Defining Uncertainty
26(1)
Unexpected Crises and Uncertainty
26(1)
Nonroutine Crisis Events and Uncertainty
27(1)
Threat Perception and Uncertainty
28(1)
Short Response Time and Uncertainty
28(2)
The Impact of Crisis-Induced Uncertainty on Stakeholders
30(2)
Managing Communication Ambiguity Ethically During Crisis
32(1)
Consistent Questions of Ambiguity
33(3)
Training, Simulations, and Uncertainty
36(1)
Belief Structures and Uncertainty
37(1)
Summary
38(1)
Lessons on Uncertainty and Crisis Communication
39(1)
References
40(1)
Chapter 3 Lessons on Effective Crisis Communication
41(22)
Determining Your Goals
42(1)
Partnering With Crisis Audiences
42(2)
Understanding the Diversity of Your Audiences
44(1)
Primary and Secondary Stakeholders Defined
45(2)
Communicating With Underrepresented Populations During Crisis
47(1)
A Word on Partnerships and Listening
48(2)
What Information Do Stakeholders Need Following a Crisis?
50(2)
Is Certain Communication Always the Best Approach?
52(1)
Be Careful of Overreassuring Your Stakeholders
53(1)
Tell Your Stakeholders How to Protect Themselves
54(1)
Reducing and Intensifying Uncertainty Before, During, and After Organizational Crises
55(3)
Social Media and Effective Crisis Communication
58(1)
The Power of Positive Thinking
59(2)
Summary
61(1)
Lessons on Communicating Effectively in Crisis Situations
61(1)
References
62(1)
Chapter 4 Lessons on Effective Crisis Leadership
63(18)
The Importance of Effective Leadership
64(1)
Why Visibility Following a Crisis Is Important
64(2)
Developing Networks of Support
66(1)
Being Available, Open, and Honest
67(1)
The Impact of Leadership on Renewal Following a Crisis
67(1)
Ineffective Leadership During a Crisis
68(2)
What Makes an Effective Crisis Leader?
70(2)
Leadership Virtues
72(1)
Managing Uncertainty, Responding, Resolving, and Learning From Crisis
73(5)
Summary
78(1)
Lessons on Effective Crisis Leadership
78(1)
References
79(2)
Part II Applying the Lessons
81(90)
Chapter 5 Examples of Success and Failure in Industrial Accidents
82(18)
Example 5.1 Lessons on Uncertainty: Tennessee Valley Authority and the Kingston Ash Slide
83(1)
Missed Opportunities in Crisis Preparation and Planning
84(1)
Tennessee Valley Authority's Response to an Uncertain Crisis
84(4)
You Make the Call
88(1)
Managing Uncertainty in Industrial Accidents: Lessons on Uncertainty and Crisis Communication
88(1)
Summary
89(1)
Example 5.2 Lessons on Effective Crisis Communication: A Plant Fire at Malden Mills
90(1)
Crisis Preparation and Planning
91(1)
Courageous Communication in the Wake of a Disaster
91(1)
You Make the Call
92(1)
Communication Effectiveness and Ineffectiveness in Industrial Accidents: Lessons on Communicating Effectively in Crisis Situations
93(1)
Summary
94(1)
Example 5.3 Lessons on Leadership: A Fire at Cole Hardwood
95(1)
Crisis Planning and Preparation
95(1)
Leading Instinctively After a Disaster
96(1)
You Make the Call
97(1)
Leadership Successes and Failures in Industrial Accidents: Lessons on Effective Crisis Leadership
97(1)
Summary
98(1)
References
99(1)
Chapter 6 Examples of Success and Failure During Outbreaks of Food-Borne Illness
100(17)
Example 6.1 Lessons on Uncertainty: King Car's Response to the 2008 Melamine Crisis
101(1)
Reducing Crisis Uncertainty
101(1)
A Guiding Vision for King Car's Crisis Communication
102(1)
Initial Crisis Communication
102(1)
The Recall
103(1)
Critical Acclaim
103(1)
You Make the Call
104(1)
Managing Uncertainty in Food-Borne Illness Outbreaks: Lessons on Uncertainty and Crisis Communication
104(2)
Summary
106(1)
Example 6.2 Lessons on Effective Crisis Communication: Long-Term Complexities in the Tainted Odwalla Apple Juice Crisis
106(1)
Challenges for Multiple Stakeholders
106(1)
Odwalla's Crisis Response
107(1)
Impact on Stakeholders
107(1)
You Make the Call
108(1)
Lessons on Communicating Effectively in Crisis Situations: Communicating Effectively and Ineffectively During Food-Borne Illness Outbreaks
109(1)
Summary
110(1)
Example 6.3 The Largest Food-Borne Illness Outbreak in History: Schwan's Sales Enterprises
110(2)
A Guiding Philosophy
112(1)
Schwan's Crisis Response
112(1)
Learning From the Crisis
113(1)
You Make the Call
114(1)
Leadership Successes and Failures in Food-Borne Illness Outbreaks: Lessons on Effective Crisis Leadership
114(1)
Summary
115(1)
References
116(1)
Chapter 7 Examples of Success and Failure in Response to Terrorism
117(17)
Example 7.1 Crisis Uncertainty: The Case of 9/11
118(3)
You Make the Call
121(1)
Managing Uncertainty During Terrorism: Lessons on Uncertainty and Crisis Communication
121(2)
Summary
123(1)
Example 7.2 Effective Crisis Communication: The Oklahoma City Bombing
123(3)
You Make the Call
126(1)
Communicating Effectively and Ineffectively During Terrorism: Lessons on Communicating Effectively in Crisis Situations
126(2)
Summary
128(1)
Example 7.3 Leadership During a Terrorist Attack: Coping With 9/11 by Rebuilding
128(1)
Cantor Fitzgerald's Precrisis Reputation
128(1)
Howard Lutnick's Crisis Response
129(1)
Reservoir of Goodwill
130(1)
Post-9/11: Recovery, Remembrance, and Renewal
130(1)
You Make the Call
131(1)
Leadership Successes and Failures During Terrorism: Lessons of the Role of Leaders in Crisis Situations
131(2)
Summary
133(1)
References
133(1)
Chapter 8 Examples of Success and Failure During Natural Disasters
134(18)
Example 8.1 1997 Red River Valley Floods
135(1)
Predicting Floodwaters in the Red River Valley
135(1)
Communicating to the Public About Crest Levels
136(1)
Understanding the National Weather Service's Response to the Red River Valley Floods
137(1)
You Make the Call
138(1)
Managing Uncertainty in Natural Disasters: Lessons on Uncertainty and Crisis Communication
138(2)
Summary
140(1)
Example 8.2 Rural Renewal After a Tornado in Greensburg, Kansas
140(1)
Initial Framing of the Crisis
141(1)
Consequences of a Bold Environmental Vision Following the Tornado
142(1)
Community Response
143(1)
You Make the Call
143(1)
Communicating Effectively and Ineffectively During Natural Disasters: Lessons on Communicating Effectively in Crisis Situations
144(1)
Summary
145(1)
Example 8.3 Hurricane Katrina
146(2)
You Make the Call
148(1)
Leadership Successes and Failures During Natural Disasters: Lessons on Effective Crisis Leadership
149(1)
Summary
150(1)
References
151(1)
Chapter 9 Examples of Success and Failure During Financial Crises
152(19)
Example 9.1 Enron
153(1)
Leadership Communication
154(1)
Divergent Corporate Values
154(1)
Responsibility to Be Informed
155(1)
Openness to Signs of Problems
155(1)
You Make the Call
156(1)
Managing Uncertainty During Financial Crises: Lessons on Uncertainty and Crisis Communication
157(1)
Summary
158(1)
Example 9.2 Lessons on Effective Crisis Communication: A Costly YouTube Hoax for Domino's Pizza
159(1)
Unusual Challenges for Domino's
159(2)
Domino's Crisis Response
161(1)
You Make the Call
162(1)
Communicating Effectively and Ineffectively During Financial Crises: Lessons on Communicating Effectively in Crisis Situations
163(1)
Summary
164(1)
Example 9.3 Rising From the Wreckage: General Motors and the Crash of 2008-2009
164(1)
General Motors's Initial Response to the Crisis
165(1)
A Second Attempt to Respond to the Crisis
165(1)
Bankruptcy at General Motors and Chrysler
166(1)
Televising and Promoting a New Vision at General Motors
166(1)
You Make the Call
167(1)
Leadership Successes and Failures During Financial Crises: Lessons on Effective Crisis Leadership
167(1)
Summary
168(1)
References
169(2)
Part III The Opportunities
171(58)
Chapter 10 Learning Through Failure
172(11)
Failing to Learn From Failure
173(2)
Learning Through Failure
175(2)
Vicarious Learning
177(1)
Organizational Memory
178(2)
Unlearning
180(1)
Summary
181(1)
References
182(1)
Chapter 11 Risk Communication
183(16)
Distinguishing Between Risk and Crisis
184(3)
Identifying Risk
187(1)
Mindfulness
187(2)
Analyzing Multiple Audiences
189(3)
Convergence Theory and Risk Communication
192(2)
Responsible Risk Communication
194(3)
Summary
197(1)
References
198(1)
Chapter 12 Responding to the Ethical Demands of Crisis
199(12)
Ethics
200(1)
Corporations as Moral Agents
201(1)
Values
202(1)
Values and Crisis
203(1)
Responsibility and Accountability
203(2)
Access to Information
205(1)
Humanism and Care
206(1)
The Role of Values in a Crisis Response
207(2)
Summary
209(1)
References
210(1)
Chapter 13 Crisis as Inspiring Renewal Through Effective Crisis Communication
211(18)
Considering the Opportunities Associated With Crisis
212(1)
Theoretical Components of the Discourse of Renewal
213(7)
Summary of the Discourse of Renewal
220(1)
Understanding Renewal: Consequences of Considering Opportunities During Crisis
221(1)
Understanding the Misconceptions Associated With Crises and Crisis Communication
222(4)
Summary
226(1)
References
227(2)
Index 229(8)
About the Authors 237
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.