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Effective Crisis Communication: Moving From Crisis to Opportunity 4th Revised edition [Minkštas viršelis]

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  • Formatas: Paperback / softback, 240 pages, aukštis x plotis: 228x152 mm, weight: 340 g
  • Išleidimo metai: 14-Mar-2018
  • Leidėjas: SAGE Publications Inc
  • ISBN-10: 1506315739
  • ISBN-13: 9781506315737
Kitos knygos pagal šią temą:
Effective Crisis Communication: Moving From Crisis to Opportunity 4th Revised editionDidesnis paveikslėlis
  • Formatas: Paperback / softback, 240 pages, aukštis x plotis: 228x152 mm, weight: 340 g
  • Išleidimo metai: 14-Mar-2018
  • Leidėjas: SAGE Publications Inc
  • ISBN-10: 1506315739
  • ISBN-13: 9781506315737
Kitos knygos pagal šią temą:
Pastovi nuoroda: https://www.kriso.lt/db/9781506315737.html
Raktažodžiai:

In this fully updated Fourth Edition of Effective Crisis Communication, three of today’s most respected crisis/risk communication scholars provide the latest theories and innovative approaches for handling crisis. Unlike other crisis communication texts, this acclaimed book answers the question, “what now ” and explains how organizations can create the potential for opportunity, renewal, and growth through effective crisis communication. 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. Practical lessons and in-depth case studies highlight successes and failures in dealing with core issues of crisis leadership, including managing uncertainty, communicating effectively, understanding risk, promoting communication ethics, enabling organizational learning, and producing renewing responses to crisis. 

New to the Fourth Edition: 

  • New and updated examples and case studies include diverse cases from recent headlines such as SeaWorld’s reaction to Blackfish, the United Airlines debacle, and the Flint Water Crisis.
  • Updated theories and references throughout provide you with the latest information for effective crisis communication. 
 
Preface xv
Acknowledgments xvii
PART I THE CONCEPTUAL FOUNDATION
1(28)
Chapter 1 Defining Crisis Communication
3(14)
A Definition of Crisis Communication
5(2)
Surprise
5(1)
Threat
6(1)
Short Response Time
6(1)
Expanding the Traditional Definition of Crisis
7(1)
Disasters, Emergencies, Crisis, and Risk
8(1)
Types of Crises
8(4)
Intentional Crises
8(2)
Unintentional Crises
10(2)
The Significance of Crisis in a Global Environment
12(1)
Understanding the Misconceptions Associated With Crises and Crisis Communication
12(3)
Summary
15(2)
Chapter 2 Understanding Crisis Communication Theory and Practice
17(12)
Media Theories and Crisis Communication
18(5)
News Framing Theory
18(2)
Focusing Events
20(1)
Crisis News Diffusion
21(1)
Exemplification Theory
22(1)
Organizational Theories of Crisis Communication
23(3)
Corporate Apologia
23(1)
Image Repair Theory
24(1)
Situational Crisis Communication Theory
24(1)
Discourse of Renewal Theory
25(1)
Crisis Communication Theories That Describe, Explain, and Prescribe
26(1)
Understanding and Defining the Threat Bias in Crisis Communication
27(1)
Summary
28(1)
PART II THE LESSONS AND PRACTICAL APPLICATION
29(120)
Chapter 3 Lessons on Effective Crisis Communication
31(18)
Determining Your Goals
31(1)
Partnering With Crisis Audiences
32(1)
Understanding the Diversity of Your Audiences
33(1)
Primary and Secondary Stakeholders Defined
34(2)
Communicating With Underrepresented Groups During Crises
36(1)
A Word on Partnerships and Listening
37(1)
What Information Do Stakeholders Need Following a Crisis?
38(2)
Communicate Early and Often With Both Internal and External Stakeholders
38(1)
Identifying the Cause of the Crisis
39(1)
Contacting Everyone Affected by the Crisis
39(1)
Determining Current and Future Risks
40(1)
Is Certain Communication Always the Best Approach?
40(1)
Avoid Overreassuring Your Stakeholders
41(1)
Tell Your Stakeholders How to Protect Themselves
42(1)
Reducing and Intensifying Uncertainty Before, During, and After Organizational Crises
43(2)
A Summary of Crisis Communication Research and Practice and Renewal
43(2)
Social Media and Effective Crisis Communication
45(2)
The Power of Positive Action
47(1)
Summary
48(1)
Chapter 4 Applying the Lessons to Produce Effective Crisis Communication
49(24)
Example 4.1 The Largest Environmental Crisis in United States History: BP and the United States Coast Guard Respond
49(4)
Summary
52(1)
You Make the Call
52(1)
Example 4.2 A Plant Fire at Malden Mills
53(4)
Crisis Preparation and Planning
54(1)
Courageous Communication in the Wake of a Disaster
54(1)
Summary
55(1)
You Make the Call
55(2)
Example 4.3 Long-Term Complexities in the Tainted Odwalla Apple Juice Crisis
57(3)
Challenges for Multiple Stakeholders
57(1)
Odwalla's Crisis Response
57(1)
Impact on Stakeholders
58(1)
Summary
59(1)
You Make the Call
59(1)
Example 4.4 What's in a Name?: Beef Products Incorporated Face "Pink Slime"
60(4)
A Third Party Crisis Response
61(1)
Summary
62(1)
You Make the Call
62(2)
Example 4.5 Rural Renewal After a Tornado in Greensburg, Kansas
64(4)
Initial Framing of the Crisis
64(1)
Consequences of a Bold Environmental Vision Following the Tornado
65(1)
Community Response
66(1)
Summary
67(1)
You Make the Call
67(1)
Example 4.6 A Costly YouTube Hoax for Domino's Pizza
68(5)
Unusual Challenges for Domino's
68(2)
Domino's Crisis Response
70(1)
Summary
71(1)
You Make the Call
71(2)
Chapter 5 Lessons on Managing Crisis Uncertainty Effectively
73(12)
Defining Uncertainty
73(1)
Unexpected Crises and Uncertainty
74(1)
Nonroutine Crisis Events and Uncertainty
74(1)
Threat Perception and Uncertainty
75(1)
Short Response Time and Uncertainty
76(1)
The Impact of Crisis-Induced Uncertainty on Stakeholders
77(1)
Managing Communication Ambiguity Ethically During Crisis
78(1)
Consistent Questions of Ambiguity
79(3)
Training, Simulations, and Uncertainty
82(1)
Belief Structures and Uncertainty
82(2)
Summary
84(1)
Chapter 6 Applying the Lessons for Managing Crisis Uncertainty Effectively
85(26)
Example 6.1 Tennessee Valley Authority and the Kingston Ash Slide
85(5)
Missed Opportunities in Crisis Preparation and Planning
85(1)
Tennessee Valley Authority's Response to an Uncertain Crisis
86(3)
Summary
89(1)
You Make the Call
89(1)
Example 6.2 L'Aquila: A Case of Miscommunication
90(4)
Communicating to the Public About L'Aquila's Immediate Risk
91(1)
The Investigation
91(1)
The Outcome
92(1)
Summary
92(1)
You Make the Call
93(1)
Example 6.3 General Motors and Mary Barra
94(4)
Honesty, Candor, and Openness
95(1)
Communicate With Compassion, Concern, and Empathy
95(1)
Process Approaches and Policy Development
96(1)
Summary
96(1)
You Make the Call
96(2)
Example 6.4 King Car's Response to the 2008 Melamine Crisis
98(4)
Reducing Crisis Uncertainty
98(1)
A Guiding Vision for King Car's Crisis Communication
98(1)
Initial Crisis Communication
99(1)
The Recall
100(1)
Critical Acclaim
100(1)
Summary
100(1)
You Make the Call
100(2)
Example 6.5 Flint, Michigan, Water Contamination
102(4)
Failure to Listen to Public Concerns
103(1)
Multiple Agencies
104(1)
Failure to Accept Uncertainty and Ambiguity
104(1)
Summary
104(1)
You Make the Call
105(1)
Example 6.6 Fukushima Daiichi: Uncertainty Created by Three Interrelated Crisis Events
106(5)
Summary
108(1)
You Make the Call
108(3)
Chapter 7 Lessons on Effective Crisis Leadership
111(14)
The Importance of Effective Leadership
111(1)
Why Visibility Following a Crisis Is Important
112(2)
Developing Networks of Support
114(1)
Being Available, Open, and Honest
115(1)
The Impact of Leadership on Renewal Following a Crisis
115(1)
Ineffective Leadership During a Crisis
116(2)
What Makes an Effective Crisis Leader?
118(1)
Leadership Styles
118(1)
Contingency Approach to Leadership
118(1)
Transformational Leadership
119(1)
Leadership Virtues
120(1)
Managing Uncertainty, Responding, Resolving, and Learning From Crisis
120(1)
Suggestions for the Leader as Spokesperson
121(2)
Summary
123(2)
Chapter 8 Applying the Lessons for Developing Effective Crisis Leadership
125(24)
Example 8.1 The Sweeping Impact of a Contaminated Food Ingredient: Peanut Corporation of America
125(4)
Pervasiveness of the Product
126(1)
PCA's Crisis Response
126(2)
Summary
128(1)
You Make the Call
128(1)
Example 8.2 A Fire at Cole Hardwood
129(3)
Crisis Planning and Preparation
129(1)
Leading Instinctively After a Disaster
130(1)
Summary
131(1)
You Make the Call
131(1)
Example 8.3 The Largest Food-Borne Illness Outbreak in History: Schwan's Sales Enterprises
132(4)
A Guiding Philosophy
133(1)
Schwan's Crisis Response
134(1)
Learning From the Crisis
134(1)
Summary
135(1)
You Make the Call
135(1)
Example 8.4 Freedom Industries and the West Virginia Drinking Water Contamination
136(5)
A Delayed Response
136(2)
Volunteer Voices
138(1)
Summary
139(1)
You Make the Call
139(2)
Example 8.5 United Airlines: Failed Crisis Leadership
141(4)
Summary
144(1)
You Make the Call
144(1)
Example 8.6 SeaWorld's Orca: A Symbol of Tragedy
145(4)
Inevitable Questions
145(1)
Blackfish: A Condemning Documentary
146(1)
SeaWorld's Response
146(1)
Summary
147(1)
You Make the Call
148(1)
PART III THE OPPORTUNITIES
149(46)
Chapter 9 Learning Through Failure
151(8)
Failing to Learn From Failure
152(1)
Learning Through Failure
153(1)
Vicarious Learning
154(1)
Organizational Memory
155(2)
Unlearning
157(1)
Summary
158(1)
Chapter 10 Risk Communication
159(12)
Distinguishing Between Risk and Crisis
160(2)
Identifying Risk
162(1)
Mindfulness
162(2)
Analyzing Multiple Audiences
164(2)
Convergence Theory and Risk Communication
166(2)
Responsible Risk Communication
168(1)
Significant Choice
168(1)
Fantasy Messages
169(1)
Summary
170(1)
Chapter 11 Responding to the Ethical Demands of Crisis
171(12)
Ethics
172(1)
Corporations as Moral Agents
173(1)
Values
174(1)
Values and Crisis
175(1)
Responsibility and Accountability
175(1)
Access to Information
176(2)
Humanism and Care
178(1)
The Role of Values in a Crisis Response
179(2)
Summary
181(2)
Chapter 12 Facilitating Renewal Through Effective Crisis Communication
183(12)
Considering the Opportunities Associated With Crisis
183(1)
Theoretical Components of the Discourse of Renewal
184(1)
Organizational Learning
185(1)
Ethical Communication
186(2)
Prospective Versus Retrospective Vision
188(1)
Optimism
189(1)
Engaging in Effective Organizational Rhetoric
189(1)
Summary of the Discourse of Renewal
190(1)
The Discourse of Renewal and Crisis Planning
191(1)
Summary
192(3)
References 195(14)
Index 209(10)
About the Authors 219
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.