Table Of Content2
Crisis
Communication
3
Crisis
Communication
THEORY PRACTICE
AND
Alan Jay Zaremba
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First published 2010 by M.E. Sharpe
Published 2015 by Routledge
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Notices
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Practitioners and researchers must always rely on their own experience and knowledge in evaluating and using any information, methods,
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Library of Congress Cataloging-in-Publication Da ta
Zaremba, Alan Jay.
Crisis communication : theory and practice / Alan Jay Zaremba.
p. cm.
ISBN 978-0-7656-2051-4 (cloth : alk. paper) —ISBN 978-0-7656-2052-1 (pbk.: alk. paper)
1. Communication in organizations. 2. Crisis management. I. Title.
HD30.3.Z3694 2009
658.4′5—dc22 2009019485
ISBN 13: 9780765620521 (pbk)
ISBN 13: 9780765620514 (hbk)
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Dedication and Acknowledgments
DEDICATION
A theme in this book is that an organization under duress would be wise to act and communicate
responsibly, to do the right thing. Crises can derail organizations and cause them to teeter. In the
throes of a skid, organizations sometimes do the wrong thing in a shortsighted attempt to gain firm
ground. Such behavior is counterproductive. Not only does it exacerbate the crisis, but the effects of
doing the wrong thing bruises the organization and creates impediments for future generations of
organizational executives and employees.
When my mother was three, her father perished in a work-related accident. She endured an
emotional and financial crisis. She could have assumed a life of victimization or abandoned her
moral compass for an enticing expedient one that pointed in the wrong direction. But she did not
and never lost her way. It is appropriate then for this book to be dedicated to my mother, Helen
Zaremba. I am a direct beneficiary of her strength.
ACKNOWLEDGMENTS
I am grateful to a number of people for their help with this book. Lynn Taylor was my initial contact
at M.E. Sharpe. She was encouraging when I proposed the book, supportive as we took the
necessary preliminary steps before contracting, and very professional as my developmental editor
once the writing process began. Lynn was accessible, kind, and responsive to my inquiries
throughout. She made suggestions, provided feedback, and in general helped make this book as
good as it could be. Katie Corasaniti worked with me once the manuscript was submitted and was
always conscientious, meticulous, and caring as we prepared the manuscript for production.
Also, I am happy to have worked with Stacey Victor who served as production editor for the
project. Anyone who has published a book knows that once the manuscript has been submitted,
there are several necessary production stages that must be completed before the book goes out for
printing and publication. These production steps are time consuming and laborious both for an
author and for the production editor. I am grateful to Stacey for her work as we moved toward
publication. I am indebted to the many practitioners who gave up their time to be interviewed for
the practitioner perspective feature of this book. Specifically I want to thank Ed Klotzbier, Caroline
Sapier, Julie Hall, Vincent Loporchio, Joe Lukas, Sue Phillips, Steve Frankel, and Alan Barocas. In
addition, a special thanks to Laura Ross, Jim Golden, and Craig Ingraham for putting me in touch
with people who would be appropriate for this feature.
I am grateful for the support of friends, colleagues and family who asked me about the project,
listened patiently when I discussed it in far more detail, no doubt, than they were especially
interested, but nevertheless encouraged me. Specific thanks to friends Patricia Campbell, Ken
Turow, Ken Baltin, Margie Glazer, Helen Goodman, Cheryl Chandler, and Marcia and Ken Weiss.
At Northeastern thanks to Tom Sheahan, Carl Zangerl, Erica Haagenson, Kristin Mullaney, Mark
Gould, Tom Nakayama, Murray Forman, Greg Goodale, Kumi Silva, Susan Picillo, Carey Noland,
David Monje, Todd Leach, Nicole Maurantonio, and Craig Robertson who may have forgotten, but
at one time or another asked me about the writing of this book, offered their encouragement, and
wished me well as I worked on this project.
I have written in the prefaces to my other books that I imagine there is not much that is more
difficult than living with an author who has a deadline. That remark is still apt. My dear companion,
Donna Glick, has been patient with me when I have been irritable, an editor when I needed another
set of eyes, and supportive when it must have been trying to do so. I am grateful as always for her
insights, understanding, and love.
I am beyond fortunate to have been born to loving parents, and the brother of a brilliant and
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compassionate sibling. I have been, am, and always will be aware of these blessings.
There are likely others who have helped me with this book that I’ve forgotten to name. For all
those who have participated either with insights or just emotional support, thank you for
contributing to this product.
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Contents
1. FOUNDATIONS FOR CRISIS COMMUNICATION
Chapter in a Nutshell
Sweet Sixteen
Practice and Simulations
Apply the Principles
Foundational Planks
Book Structure and Features
Chapter Features
Point/Counterpoint
Summary: A Toolbox
Practitioner Perspective: Ed Klotzbier
Exercises and Discussion Questions
Notes
2. DEFINING CRISIS COMMUNICATION
Chapter in a Nutshell
Case 2.1: Lab Shopping
Questions for Analysis
Defining Crisis Communication
Apply the Principles
Types of Crises
What Do Crisis Communications Do?
Myths About Crisis Communication
Apply the Principles
Key Crisis Communication Terms
Apply the Principles: Test Yourself
Crisis Communication and Organizational Communication
Apply the Principles
Point/Counterpoint
Summary: A Toolbox
Practitioner Perspective: Caroline Sapriel
Exercises and Discussion Questions
Notes
3. ORGANIZATIONAL THEORY AND CRISIS COMMUNICATION
Chapter in a Nutshell
Case 3.1: A New Superstar
Questions for Analysis
Practical Theory
Systems Theory
Cultural Theory
Apply the Principles
Classical Theory
Apply the Principles
Human Resources Theory
Apply the Principles
Chaos Theory
Critical Theory
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Apply the Principles
Communication Theory
Point/Counterpoint
Summary: A Toolbox
Exercises and Discussion Questions
Practitioner Perspective: Julie Hall
Notes
4. PLANNING FOR CRISES
Chapter in a Nutshell
Case 4.1: There Must Be Some Mistake
Introduction — Time to Fix the Roof
Foundations: Avoiding Denial; Ethos and Legitimacy
Proactive Planning: Communication Infrastructure
Proactive Planning: Apply Stakeholder Theory
Apply the Principles: Stakeholder and Inoculation Theory
Globalization and Ethnocentrism
Step-by-Step Crisis Planning
Apply the Principles
Apply the Principles
Point/Counterpoint
Summary: A Toolbox
Practitioner Perspective: Alan Barocas
Exercises and Discussion Questions
Notes
5. RESPONDING TO CRISES
Chapter in a Nutshell
Case 5.1: “What Would You Expect the Company to Do?”
Questions for Analysis
Introduction
Image Restoration Theory
Image Restoration Approaches
Apply the Principles
What Are the Best Approaches?
What Are the Best Approaches?
Why Do Crisis Communication Responses Fail?
Point/Counterpoint
Summary: A Toolbox
Exercises and Discussion Questions
Case for Analysis
Notes
6. ETHICAL ISSUES IN CRISIS COMMUNICATION
Chapter in a Nutshell
Case 6.1: Jelly Beans
Questions for Analysis
Why Do Ethical Decisions Affect Crisis Communication?
Apply the Principles
The Normalization of Deviance
Transparency, Ambiguity, and Crisis Communication
Significant Choice
Ethics of Scientific Argument
Apply the Principles
Ethical Behavior and Legal Decision Making
Identifying Fallacies
Apply the Principles
Point/Counterpoint
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Summary: A Toolbox
Exercises and Discussion Questions
Practitioner Perspective: Sue Phillips
Notes
7. CRISIS COMMUNICATION TEAMS
Chapter in a Nutshell
Case 7.1: Feelings of Betrayal and Anger
Questions for Analysis
Introduction
Values of Meetings
Primary and Secondary Conflict
Nonsummativity and Multiple Causation
Agendas and Process
Apply the Principles
Interventions
Apply the Principles
Making Interventions Work
Examining Leadership Styles
Point/Counterpoint
Summary: A Toolbox
Practitioner Perspective: Joe Lukas
Exercises and Discussion Questions
Notes
8. TRAINING THE SPOKESPERSON
Chapter in a Nutshell
Case 8.1: Meeting the Press
Questions for Analysis
Introduction
Misconceptions Regarding Speaking Skill
Communication Noise
A Game Conceptualization
Reducing Anxiety
Audience Analysis
Apply the Principles
Selecting an Appropriate Speaking Style
Structuring the Message
Apply the Principles
Apply the Principles
Elements of Delivery
Apply the Principles
Point/Counterpoint
Summary: A Toolbox
Practitioner Perspective: Steve Frankel
Exercises and Discussion Questions
Notes
9. WHERE DO YOU GO FROM HERE?
Chapter in a Nutshell
Case 9.1: Disaster in Bhopal
Questions for Analysis
Introduction
Risk Communication
Values of Crisis Communication?
Leadership and Crisis
Apply the Principles
Point/Counterpoint
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