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In this fully updated Fifth Edition, three of today's most respected crisis/risk communication scholars provide the latest theory, practice, and innovative approaches for handling crisis. This acclaimed book presents the discourse of renewal as a theory to manage crises effectively. The book provides in-depth case studies that highlight successes and failures in dealing with core issues of crisis leadership, managing uncertainty, communicating effectively, understanding risk, promoting communication ethics, enabling organizational learning, and producing renewing responses to crisis. Unlike other crisis communication texts, this book answers the question, "What now?" and explains how organizations can and should emerge from 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.

Tabla de contenidos provista por Syndetics

• Preface(xiii)
• Acknowledgments(xv)
• Part I The Conceptual Foundation(1)
• Chapter 1 Defining Crisis Communication(3)
• A Definition of Crisis Communication(5)
• Surprise(6)
• Threat(6)
• Short Response Time(7)
• Expanding the Traditional Definition of Crisis(7)
• Disasters, Emergencies, Crisis, and Risk(7)
• Types of Crises(9)
• Intentional Crises(9)
• Unintentional Crises(11)
• The Significance of Crisis in a Global Environment(12)
• Understanding the Misconceptions Associated With Crises and Crisis Communication(13)
• Summary(16)
• Chapter 2 Understanding Crisis Communication Theory and Practice(17)
• Media Theories and Crisis Communication(18)
• Mews Framing Theory(19)
• Focusing Events(20)
• Crisis News Diffusion(21)
• Exemplification Theory(22)
• Organizational Theories of Crisis Communication(24)
• Corporate Apologia(24)
• Image Repair Theory(25)
• Situational Crisis Communication Theory(25)
• The Discourse of Renewal Theory(26)
• Organizational Learning(26)
• Ethical Communication(26)
• Prospective Versus Retrospective Vision(27)
• Effective Organizational Rhetoric(27)
• Crisis Communication Theories That Describe, Explain, and Prescribe(27)
• Understanding and Defining the Threat Bias in Crisis Communication(28)
• Summary(29)
• Part II The Lessons and Practical Application(31)
• Chapter 3 Lessons on Effective Crisis Communication(33)
• Determining Your Goals(34)
• Partnering With Crisis Audiences(35)
• Understanding the Diversity of Your Audiences(36)
• Primary and Secondary Stakeholders Defined(37)
• Communicating With Underrepresented Groups During Crises(39)
• A Word on Partnerships and Listening(40)
• What Information Do Stakeholders Need Following a Crisis?(42)
• Communicate Early and Often With Both Internal and External Stakeholders(42)
• Identifying the Cause of the Crisis(42)
• Contacting Everyone Affected by the Crisis(43)
• Determining Current and Future Risks(43)
• Is Certain Communication Always the Best Approach?(44)
• Avoid Overreassuring Your Stakeholders(45)
• Tell Your Stakeholders How to Protect Themselves(46)
• Reducing and intensifying Uncertainty Before, During, and After Organizational Crises(47)
• A Summary of Crisis Communication Research and Practice and Renewal(47)
• Social Media and Effective Crisis Communication(50)
• The Power of Positive Action(51)
• Summary(52)
• Chapter 4 Applying the Lessons To Produce Effective Crisis Communication(55)
• Example 4.1. The Largest Environmental Crisis in United States History: BP and the United States Coast Guard Respond(55)
• Summary(58)
• You Make the Call(58)
• Example 4.2. A Plant Fire at Maiden Mills(59)
• Crisis Preparation and Planning(60)
• Courageous Communication in the Wake of a Disaster(61)
• Summary(61)
• You Make the Call(62)
• Example 4.3. The WUCF and PBS Meet the Helpers Initiative: An Innovative Response to a Shocking Crisis(63)
• Creating an Original Crisis Response tor Children(63)
• Expanding Applications(64)
• Summary(65)
• You Make the Call(65)
• Example 4.4. What's in a Name? Beef Products incorporated Face "Pink Slime"(67)
• A Third Party Crisis Response(67)
• Summary(68)
• You Make the Call(68)
• Example 4.5. Rural Renewal After a Tornado in Greensburg, Kansas(70)
• Initial Framing of the Crisis(70)
• Consequences of a Bold Environmental Vision Following the Tornado(72)
• Community Response(72)
• Summary(73)
• You Make the Call(73)
• Example 4.6. A Costly YouTube Hoax for Domino's Pizza(75)
• Unusual Challenges for Domino's(75)
• Domino's Crisis Response(76)
• Summary(77)
• You Make the Call(78)
• Chapter 5 Lessons on Managing Crisis Uncertainty Effectively(81)
• Consider the Impact of Uncertainty on Crisis Communication(82)
• Unexpected Crises and Uncertainty(83)
• Nonroutine Crisis Events and Uncertainty(83)
• Threat Perception and Uncertainty(84)
• Short Response Time and Uncertainty(84)
• The Impact of Crisis-Induced Uncertainty on Stakeholders(86)
• Managing Communication Ambiguity Ethically During Crisis(88)
• Consistent Questions of Ambiguity(89)
• Training, Simulations, and Uncertainty(91)
• Belief Structures and Uncertainty(92)
• Summary(93)
• Chapter 6 Applying the Lessons for Managing Crisis Uncertainty Effectively(95)
• Example 6.1. Tennessee Valley Authority and the Kingston Ash Slide(95)
• Missed Opportunities in Crisis Preparation and Planning(95)
• Tennessee Valley Authority's Response to an Uncertain Crisis(96)
• Summary(99)
• You Make the Call(99)
• Example 6.2. L'Aquila: A Case of Miscommunication(101)
• Communicating to the Public About L'Aquila's Immediate Risk(101)
• The Investigation(101)
• The Outcome(103)
• Summary(103)
• You Make the Call(103)
• Example 6.3. General Motors and Mary Barra(105)
• Honesty, Candor, and Openness(106)
• Communicate With Compassion, Concern, and Empathy(106)
• Process Approaches and Policy Development(107)
• Summary(107)
• You Make the Call(107)
• Example 6.4. King Car's Response to the 2008 Melamine Crisis(109)
• Reducing Crisis Uncertainty(109)
• A Guiding Vision for King Car's Crisis Communication(110)
• Initial Crisis Communication(110)
• The Recall(111)
• Critical Acclaim(111)
• Summary(112)
• You Make the Call(112)
• Example 6.5. Flint, Michigan, Water Contamination(113)
• Failure to Listen to Public Concerns(115)
• Multiple Agencies(115)
• Failure to Accept Uncertainty and Ambiguity(116)
• Summary(116)
• You Make the Call(116)
• Example 6.6. FUKUSHIMA Daiichi: Uncertainty Created by Three Interrelated Crisis Events(118)
• Summary(120)
• You Make the Call(120)
• Chapter 7 Lessons on Effective Crisis Leadership(123)
• The Importance of Effective Leadership(124)
• Why Visibility Following a Crisis is Important(125)
• Developing Networks of Support(127)
• Being Available, Open, and Honest(129)
• The Impact of Leadership on Renewal Following a Crisis(129)
• Ineffective Leadership During a Crisis(130)
• What Makes an Effective Crisis Leader?(132)
• Leadership Styles(132)
• Contingency Approach io Leadership(133)
• Transformational Leadership(134)
• Leadership Virtues(134)
• Managing Uncertainty, Responding, Resolving, and Learning from Crisis(135)
• Suggestions for the Leader as Spokesperson(136)
• Summary(138)
• Chapter 8 Applying the Lessons for Developing Effective Crisis Leadership(139)
• Example 8.1. October 1, Route 91, Las Vegas, Nevada(139)
• Summary(142)
• You Make the Call(143)
• Example 8.2. A Fire at Cole Hardwood(144)
• Crisis Planning and Preparation(144)
• Leading Instinctively After a Disaster(145)
• Summary(146)
• You Make the Call(146)
• Example 8.3. The Largest Foodborne Illness Outbreak in History: Schwan's Sales Enterprises(147)
• A Guiding Philosophy(148)
• Schwan's Crisis Response(149)
• Learning From the Crisis(150)
• Summary(150)
• You Make the Call(150)
• Example 8.4. Freedom Industries and the West Virginia Drinking Water Contamination(151)
• A Delayed Response(152)
• Volunteer Voices(153)
• Summary(154)
• You Make the Call(155)
• Example 8.5. United Airlines: Failed Crisis Leadership(156)
• Summary(160)
• You Make the Call(160)
• Example 8.6. SeaWorld's Orca: A Symbol of Tragedy(161)
• Inevitable Questions(161)
• Blackfish: A Condemning Documentary(162)
• SeaWorld's Response(163)
• Summary(163)
• You Make the Call(164)
• Part III The Opportunities(167)
• Chapter 9 Learning Through Failure(169)
• Failing to Learn From Failure(170)
• Learning Through Failure(172)
• Vicarious Learning(174)
• Organizational Memory(175)
• Unlearning(177)
• Summary(178)
• Chapter 10 Risk Communication(181)
• Distinguishing Between Risk And Crisis(182)
• Mindfulness(184)
• Analyzing Multiple Audiences(187)
• Convergence Theory and Risk Communication(190)
• Responsible Risk Communication(192)
• Significant Choice(192)
• Fantasy Messages(194)
• Summary(194)
• Chapter 11 Responding to the Ethical Demands of Crisis(197)
• Ethics(199)
• Corporations as Moral Agents(201)
• Values(202)
• Values and Crisis(203)
• Responsibility and Accountability(203)
• Access too Information(205)
• Humanism and Care(206)
• The Role of Values in a Crisis Response(208)
• Summary(210)
• Chapter 12 Facilitating Renewal Through Effective Crisis Communication(211)
• Crisis Opportunities(212)
• Theoretical Components of the Discourse of Renewal(212)
• Organizational Learning(213)
• Ethical Communication(214)
• Positive Stakeholder Relationships(215)
• Provisional Rather Than Strategic Communication(216)
• Significant Choice(217)
• Prospective Versus Retrospective Vision(217)
• Optimism(218)
• Engaging in Effective Organizational Rhetoric(218)
• Summary of the Discourse of Renewal(220)
• The Discourse of Renewal and Crisis Planning(220)
• Summary(222)
• References(223)
• Index(239)
• About the Authors(247)

Notas de autor provistas por Syndetics

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. Sellnow''s 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 Association''s 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. Seeger''s research concerns crisis and risk communication, health promotion and communication, crisis response and agency coordination, the role of media--including new media--crisis 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.