Crisis response strategy manipulation: A systematic review and a test of nuances

Although testing the effectiveness of crisis response strategies has been a prominent topic in crisis communication research, studies have rarely addressed whether the manipulation of these strategies accurately reflects their theoretical definitions in experiments. Through a systematic review, this study first identified nuances in the manipulation of apology, diminishing, and scapegoating strategies. The study then tested the effect of the variation of the same strategy on the public’s responses using three experiments. The findings revealed that an explicit apology was more effective than an implicit apology, while an apology with corrective action was even more effective than an apology alone. Internal scapegoating significantly harmed an organization compared to external scapegoating. Following the results of the study, researchers are encouraged to review their crisis response strategy manipulations to ensure the internal validity of experimental studies in crisis communication.     

Through the looking glass: A decade of Red Cross crisis response and situational crisis communication theory

Crisis communication has emerged as a hot topic in public relations literature. However, little attention has been paid to nonprofit organizations (NPOs), one of the largest sectors of public relations practice. In particular, few studies have examined that the crisis response strategy NPOs can employ to repair their reputations. For the Red Cross and other NPOs, when faced with a crisis, communicating with their publics is critical to restore a positive reputation and, ultimately, to the continued success of the organization once the crisis has passed.     

This is not a race, this is a farce: Formula One and the Indianapolis Motor Speedway tire crisis

Formula One is the most technologically advanced and financially lucrative form of motorsport in the world with global audiences in the billions over the course of a season. A highly unusual and potentially deadly set of events took place during the Friday practice for the sixth annual United States Grand Prix at the Indianapolis Motor Speedway. Controversy and blame soon followed. Using Benoit's public relations and image restoration strategy framework, this paper examines the different strategies employed during the crisis by the Formula One teams, Michelin, the Federation Internationale De L’Automobile, Formula One Management, and the Indianapolis Motor Speedway. An examination of the crisis situation at the United States Grand Prix allows this study to expand Benoit's initial framework into sport as well as examining the implications for public relations and image repair strategies.     

Field education in crisis: experiences of field education coordinators in Canada

Significant multi-layered challenges with delivering quality practicum experiences to social work students have led field education coordinators to release a joint statement that social work field education in Canada is in a state of crisis. This article presents the results of a two-year mixed methods study that sought to investigate and describe the challenges in order to enhance understanding of the crisis from the perspective of Canadian social work field education coordinators. The results indicate that social work education programs in Canada face four key challenges in regard to field education that can be further divided into two sections: (a) the social work practice field and (b) social work field education administration. The two key challenges associated with the social work practice field are: (a) social work practice contexts and realities and (b) practicum shortages and saturation. The two key challenges associated with social work field education administration are: (a) practicum procurement and field instructor recruitment and retention; and (b) expectations and workloads of field education coordinators. To address these challenges, collaborative development of a multi-level strategy aimed at moving beyond the current state of crisis toward a sustainable model of social work field education in Canada is recommended.     

A general moodel of crisis intervention

This article presents a general model of crisis intervention designed to be used in most practice settings. The model is a synthesis of what has previously been written about crisis intervention theory and practice along with the author's own contributions. The various definitions of what constitutes a crisis and the stages of a crisis reaction are discussed. In the beginning phases of crisis treatment it is suggested that the clinician should complete six tasks, one of which is identifying with the client and precipitating event that led to the crisis. As the treatment process continues it is suggested that the clinician should complete six tasks, one of which is designing psychological and behavioral tasks that will reduce stress and help the client resolve the crisis. Finally, the termination process is reviewed.     

Crisis response and crisis timing strategies,two sides of the same coin

This study investigates the moderating impact of the timing of crisis disclosure on the effect of crisis response strategies on organizational post-crisis reputation. It proposes that self-disclosing a crisis allows organizations to avoid explicitly taking or rejecting responsibility by means of a crisis response strategy. A 2 (crisis timing strategy: ex-ante vs. ex-post) × 2 (crisis response strategy: response strategy vs. objective information only) between-subjects factorial design was conducted among 137 participants. The results show that organizations that do not steal thunder better use a reputation restoring crisis response strategy than just providing stakeholders objective information about what happened. In addition, the results demonstrate that if an organization steals thunder, it is not necessary to offer reputation restoring crisis response strategies such as an apology. These findings stress the importance of timing to disclose crisis information in addition to the content of crisis communication strategies.     

Preventing damage: The psychology of crisis communication buffers in organized sports

Sports crisis communication is a growing field of study, with research focusing on the image repair of athletes and teams, fan solidarity during crises, and the role of mass and new media in crisis development. However, reflecting a broader tendency in crisis communication to emphasize the study of response strategies at the expense of other factors, sports crisis communication research has not examined the unique factors in sports that prevent crises from causing severe image and reputation damage. In this paper, we apply Coombs’ notion of buffers to argue for new attention to two particularly important buffers in sports: communities and political economy. These buffers often preclude the need for any response at all, and crisis communication practitioners would do well to implement them around their own sports teams to prevent damage from crises.     

Getting Beneath the Surface: Scapegoating and the Systems Approach in a Post-Munro World

The publication of the Munro Review of Child Protection: Final Report (2011b, Department for Education, London) was the culmination of an extensive and expansive consultation process into the current state of child protection practice across the UK. Despite the concern about ‘blame’ within the report, there is, surprisingly, at no point an explicit reference to the dynamics and practices of ‘scapegoating’ that are so closely associated with organisational blame cultures. This paper examines this gap in understanding of the recurrence of shortcomings in child care social work practice and suggests that unless the dynamics of scapegoating are more fully understood, new developments, such as the systems approach advocated by Munro, will fall short of their potential impact. A critical review of existing understanding of scapegoating is presented and the paper concludes by outlining initiatives to counter the detrimental effect of scapegoating of everyday practice.     

Comparing apology to equivalent crisis response strategies: Clarifying apology's role and value in crisis communication

Crisis communication has begun to systematically examine how people perceive the crisis response strategies using experimental designs. This is an important step in the evolution of crisis communication research. One problem with this research has been the over promotion of apology as “the” response. Too often the value of an apology is established by comparing how people react to an apology and to other less victim-centered/accommodative responses. This “unfair” comparison results in apology appearing to be “the” best alternative. This study compares apology to more equivalent crisis response strategies to more fairly determine if apology is “the” best strategy. The results show that people react similarly to any victim-centered/accommodative strategy meaning apology is not “the” best strategy. The implications of the results for crisis managers are discussed.     

Chaos and crisis: propositions for a general theory of crisis communication

This paper presents key concepts of chaos theory (CT) as a general framework for describing organizational crisis and crisis communication. Principles of predictability, sensitive dependence on initial conditions, bifurcation as system breakdown, emergent self-organization, and fractals and strange attractors as principles of organization are discussed. The implications for crisis communication as an area of practice and inquiry are explored.     

Social media crisis communication: Enhancing a discourse of renewal through dialogic content

This qualitative study investigates through a case study how dialogic content, which is shared on social media, facilitates stakeholder support and builds relationships to advance a discourse of renewal. Prior research on crisis communication in social media thoroughly investigated crisis response theories relating to reputation management and image restoration. To date, however, a paucity of research has considered how content could facilitate stakeholder support and relationships in crisis communication.The findings show that when an organization commits to transparent, interactive dialogue during a social media crisis on a social media platform, stakeholders are pulled to authentic content because they are interested and actively seeking for relevant information. Dialogic content may also boost stakeholder support and encourage relationship building to help move the organization forward after the crisis with dialogic communication. The insights gained from this study create value for wider audiences in terms of how dialogic content can be used for social media crisis communication, to move beyond reputation and image repair to become meaningful to stakeholders.     

Exploring effective crisis response strategies

This study examines effective crisis response strategies using Coombs’ SCCT as a theoretical framework. Results of an experiment show that base responses (instructing and adjusting information) could mitigate reputational decline for a company during a severe, preventable crisis. The sole use of bolstering (reminding) strategy or no response is ineffective because it negatively influences consumers’ trust in the company, attitudes toward the company, perceived corporate reputation, and supportive behavioral intentions.     

Crisis communication plans: Poor predictors of excellent crisis public relations

Public relations is an important element in almost all successful crisis mana ment efforts. Newly developed theory in crisis public relations, though, suggests a shift is necessary in the way practitioners view crises. The well-accepted tactics and techniques advocated by practitioners need to be replaced with strategies and beliefs from a new perspective—a perspective or paradigm that defines excellent crisis public relations practice very differently from the literature of the past 20 years.     

Tracking the defining moments of crisis process and practice

Crisis holds the potential for profound change in organizations and industries. The past 50 years of crisis management highlight key shifts in crisis practice, creating opportunities for multiple theories and research tracks. Defining crises such as Tylenol, Exxon Valdez, and September 11 terrorist attacks have influenced or challenged the principles of best practice of crisis communication in public relations. This study traces the development of crisis process and practice by identifying shifts in crisis research and models and mapping these against key management theories and practices. The findings define three crisis domains: crisis planning, building and testing predictive models, and mapping and measuring external environmental influences. These crisis domains mirror but lag the evolution of management theory, suggesting challenges for researchers to reshape the research agenda to close the gap and lead the next stage of development in the field of crisis communication for effective organizational outcomes.     

A successful failure: NASA’s crisis communications regarding Apollo 13

In April 1970, NASA faced its second major crisis when an explosion on board Apollo 13 threatened the lives of its three astronauts. NASA’s handling of the crisis not only would determine the fate of the three astronauts, but also the image of the space agency and possibly the future of American manned space exploration. This paper examines NASA’s crisis communications regarding Apollo 13. It argues that NASA and the Nixon administration’s handling of the crisis not only bolstered NASA’s image, but it also may have helped to gain crucial public and congressional support for continued manned space exploration. The space agency succeeded by responding quickly to the crisis and communicating honestly and openly with its key publics. The study demonstrates how a successful response to a crisis can enhance the image of an organization.     

Emotional crisis communication

Organizational crises are usually highly emotional experiences for both organizations and stakeholders. Hence, crisis situations often result in emotionally charged communication between the two parties. Despite the attention of organizations and scholars to the emotions of stakeholders during crises, little is known about the effects of the emotions communicated by organizations on corporate reputations. Through the use of vignettes, this experiment reveals that besides crisis-response strategy (diminish vs. rebuild), the communicated emotion (i.e., shame and regret) has a positive effect on corporate reputation. Mediation analyses showed that this effect of communicated emotion could be explained by the public's (negative) affective as well as cognitive responses (i.e., account acceptance). This study confirms that emotional signals embedded in crisis responses may affect corporate reputations by reducing feelings of anger and by increasing the acceptance of the organizational message. In doing so, this study provides a starting point for further exploration of the effectiveness of other emotions in crisis communication.     

After Cleveland: a crisis of confidence

SUMMARY. The article argues that social work is experiencing a crisis of confidence about child abuse. This lack of confidence is examined from various points of view; the social work skills needed to work with abused children and their families; the theoretical framework underpinning assessment and intervention; public confidence in social work; the legal processes; and departmental policy and practice. It suggests ways of overcoming the problems associated with the crisis of confidence including increased and better quality training, a more open approach to the community and an acceptance of professional independence     

Empathy as a main ingredient of impactful crisis communication: The perspectives of crisis communication practitioners

Sixteen in-depth interviews with Belgian crisis communication practitioners were conducted to get their perspectives on the role of empathy in crisis communication. While demonstrating empathy toward crisis-affected stakeholders is considered an essential best practice, the role of empathy in responding to crises has only received limited attention in research. The aims of this study were to examine how practitioners interpret the concept of empathy in crisis communication; to what extent they value the expression of empathy in crisis responses and for what reasons; and what exactly constitutes an empathetic crisis response according to them. In addition, instances in which stakeholders may in turn experience empathy for organizations in crisis were examined. As such, the aspiration behind this study was to provide insights that can initiate further theorization and research on the role of empathy in the context of organizational crisis communication.     

Explicating crisis coping in crisis communication

This study explores coping, a core construct in the cognitive appraisal theory of crisis communication, from the public's perspective. The study proposed and tested the hierarchical framework of publics’ crisis coping that examined the relationship among four types of publics’ crisis coping strategies (i.e., relational thinking, emotional venting, instrumental support, and action). For this purpose, a survey was conducted among 168 individuals from a randomly sampled general public population. The proposed model of crisis coping illustrates tenable data-model fits. Key findings of this study include direct effects of rational thinking on action as well as indirect effects of emotional venting on action through instrumental support. The results shed light on the essential coping facilitator role organizations could play in terms of providing publics with instrumental support in times of crisis and facilitate more constructive public responses in the organizational crisis-handling process.     

A content analysis of BP's press releases dealing with crisis

This study aims to analyze what kinds of frames have been used in British Petroleum's (BP's) press releases, which dealt with the Gulf oil spill crisis that occurred in April 2010. A content analysis was conducted to explore the different frames used by BP in its press releases to deal with the crisis. The main and sub themes are also analyzed through a content analysis of press releases. This study attempts to examine BP's crisis communication strategy through press release usage by closely analyzing the frames and themes that were used. This study found that BP attempted to update the public on what the company was doing to resolve the oil spill crisis, and that they made every effort to manage the crisis by using the company's official update frame. In addition, by using the social responsibility frame, BP aimed to show the public that they had intentions of taking responsibility for the oil spill. Finally, BP used a minimal number of defensive frames as a way of showing the public that they did not want to flee from the responsibility of the oil spill crisis.