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36 Cards in this Set

  • Front
  • Back
prevent it from spreading to unaffected areas of the organization of the environment, limit its duration
goals of crisis response and management
quick, consistent, open
3 rules for crisis communication form
availability, willingness, honesty
openness
how response is presented
form
what is said
content
telling stakeholders what to do to protect themselves physically; 1st type of content given; toy recall
instructing information
type 2 instructing information; providing information to workers, suppliers, and relevant stake holders about how business will continue where to report to work, pay issues, benefits
business continuity plan
helps stake holders cope psychologically, uncertainty=increased stress
adjusting information
communicating action taken to prevent similar crisis; org is regaining control;communicate as early as possible
corrective action
focus on rebuilding confidence and restoring the organization and restoring the org; not assign or arent blame
renewal response strategy
freedom service dogs, long term (debriefing), immediate (defusing), spot light operation
employee assistance program
seek to remove any connection between the org and crisis
denial strategies
attempt to reduce attributions of org control over crisis or negative effects of crisis
diminishment strategies
improve orgs reputation
rebuilding strategies
supplemental; used in context with others
bolstering
the crisis manager confronts the person or group that claims a crisis exists. The response may include a threat to use force
attacking the accuser
the crisis manager states that not crisis exists; the response may include explaining why there is no crisis
denial
some other person or group outside of the organization is blamed for the crisis
scape goating
attacking the accuser, denial, scape goating
denial posture
excusing, justification
diminishment posture
the crisis manager tries to minimize the organization's responsibility for the crisis. the response can include denying any intention to do harm or claiming that the organization had no control of the events that led to the crisis
excusing
the crisis manager tries to minimize the perceived damage associated with the crisis. The response can include stating that there were no serious damages or injuries
justification
the organization provides money or other gifts to the victims
compensation
the crisis manager publicly states that the organization takes full reponsibility for the crisis and asks forgiveness
apology
compensation, apology,
rebuilding posture
reminding, integration, victimage
bolstering posture
the organization tells stakeholers about its good works
reminding
the organization praises stake holders
integratiation
the organization explains how it too is a victim of a crisis
victimage
very little attribution of crisis responsibility; ex. natural disasters, rumors, workplace violence, malevolence
victim cluster
low attribution of crisis responsibility; ex. challenges, technical error accidents, technical product harm
accidental cluster
strong attribution of crisis responsibility; human error accidents, human error product harm, organizational misdeeds
preventable clusters
strengths, weaknesses, threats, opportunities
SWOT Analysis
people, reputation, finances
organization assets
ex. FIRE BILL; quicker, cheaper, pain bill
single loop
why was bill a bad spokesperson; looks at norms, policies, procedures of org and make necessary modifications; actually fixes the problem
double loop