Tylenol, known for their pain and fever relieving tablets faced a crisis in October 1982. An unknown suspect put 65 milligrams of cyanide into some extra-strength tablets (Interactive Media Lab, College of Journalism and Communications, University of Florida, n.d.). As a result, seven people died (Kaplan, n.d.). James Burke, the Johnson & Johnson’s chairman and chief executive officer (CEO), handled the crisis. He recalled 31 million bottles of Tylenol capsules, and offered a replacement product in a safer tablet form, free of charge. The recall cost $100 million (Rehak, 2002). Still, the CEO put the public safety first. Burke also created a seven-member strategy team, aiming to protect the public then the company itself. He also alerted the people through the media not to use any type of Tylenol product (Department of Defense, n.d.). Tylenol re-introduced the product with a triple-seal tamper resistant package. They promoted caplets, which were more resistant to tampering and made it safe again. They motivated the consumers by offering coupons for the product (Interactive Media Lab, College of Journalism and Communications, University of Florida, n.d.).
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The leader uses communication for the goal attainment in such situations (Northouse, 2016, p.94). In a crisis situation, the prime goal should be to resolve the problem with minimal or no injury to anyone, maintain the integrity of the organization. The CEO has risen up to the situations and adapted himself as per the demands of the crisis. He took all the effective measures to manage the
The leader uses communication for the goal attainment in such situations (Northouse, 2016, p.94). In a crisis situation, the prime goal should be to resolve the problem with minimal or no injury to anyone, maintain the integrity of the organization. The CEO has risen up to the situations and adapted himself as per the demands of the crisis. He took all the effective measures to manage the