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Crisis and crisis intervention quizlet
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“Crisis management requires more than an apologetic press release or a CEO's disingenuous appearance on CNN” (Bhasin, 2011, paragraph 2.) Companies are now required to be ready to respond to the crisis because news can travel and become viral quickly (Bhasin, 2011.) Johnson & Johnson’s cyanide-laced Tylenol capsules in 1982 was a crisis where seven people died after taking the extra-strength Tylenol capsules that had been laced with potassium cyanide, a deadly poison, and the killer was never found (Bhasin, 2011.) In response, the company put their customers' safety first and pulled 31 million bottles of Tylenol, $100 million worth, of the shelves and stopped their production and even their advertisement (Bhasin, 2011.) After this crisis,
In the late 1800’s it was discovered that papa-amino-phenol, could reduce fever, but the drug was too toxic to use. A less toxic extract called phenacetin was later found to be just as effective but also had pain-relieving properties. In 1949, it was learned that phenacetin was metabolized into an active but also less toxic drug, acetaminophen. Since then, acetaminophen has been sold under many over the counter brand names, most popular being Tylenol.
In order to understand the thought process of leadership during a crisis, the authors state that we must first understand a conceptual model that is theoretically grounded, (Combe & Carrington, 2015). The conceptual model is divided into two elements, the descriptive and prescriptive mental models, (Combe & Carrington, 2015). The descriptive mental model focuses the external changes that occur during a crisis. The prescriptive mental model concentrates on future actions that need to be implemented to derail the cognitive overload due to continuous external changes as the situation unfolds. The prescriptive model aligns objectives, providing clarity to future implications related to the crisis, (Combe & Carrington, 2015). The authors, Combe & Carrington, (2015) have noted the importance of longitudal research perspective to capture the thought processes of interaction, communication and problem solving in a crisis. This type of research method is instrumental in depicting the challenges to incorporate better solutions to evolving situations. Sense making in a crisis defines these issues to ascertain the complexity and provide meaning to the event, (Combe & Carrington, 2015). Sense making entails the filtering of excessive data to identify the areas of importance. This perspective provides a means of taking a negative, that being disruptive and changing it to a positive or opportunity for
Crisis communication is one of the most important and neglected components of organizational communication in today's business world. It is vital that every corporation have contingency plans for emergency situations, both natural and man-made. Studies show that eighty percent of organizations confronted with a major disaster runs out of business within two years.(Hickman & Crandall 1997) Nevertheless, we also know that almost forty percent of all Fortune 1000 companies have an operational crisis management plan in place. (Hickman & Crandall 1997) This paper will examine and evaluate three journals that discuss different aspects and needs for an active crisis plan.
Despite the abundance of strategies available, researchers have found that William Benoit’s theory of image restoration—later titled image repair—offers a more useful framework for the understanding of corporate crisis situations (Benoit, 1997). Considered the dominant paradigm for image repair discourse, the theory of image restoration is grounded under the premises that communication is a “goal-directed activity.” The first goal aims to maintain one’s favorable image, while the second goal aims to restore or protect one’s reputation (Benoit, 1995, p. 63-71). To ensure these goals where met, Benoit designed a typology that provided crisis communication practitioners with five general defense strategies to employ (separately or collectively) during a crisis to mitigate and or repair damages created by a crisis. Those strategies are: (1) denial, (2) evading responsibility, (3) reducing offensiveness, (4) corrective action, and (5) mortification.
Public Relations Review, 26(2), 155–171. Stocker, K. (1997). A strategic approach to crisis management,
A rise in manufacturing automation and product complexity has created a product crisis prone environment for businesses (Weinberger & Romeo, 1989). A product crisis occurs when a company faces negative publicity due to a product defect/failure (Laufer & Coombs, 2006). In order to manage the risk of lost revenue and market share, companies need to develop appropriate responses. This work examines research journals that focused on product crisis case studies, response strategies and the response effectiveness. A successful product crisis response is Tylenol as they combated the negative effects of a product crisis. Tylenol responded to a product recall by re-engineering their packaging and increasing sales promotion. As a result, Tylenol effectively
Tylenol's 1982 ordeal has become a classic example of a successful crisis management. Johnson & Johnson faced a major crisis when their leading pain-killer medicine, extra-strength Tylenol, was found to have caused the fatalities of seven people in Chicago, Illinois. It was reported that unknown suspect or suspects took the product off store shelves, tampered it with deadly cyanide and returned to the shelves. As a result, seven people died and consumers lost confidence and panicked over hearing the news of this incident. Tylenol received massive media coverage which led to an expeditious communication of event to the public. Johnson & Johnson (J & J) took a huge financial hit when it had to recall and destroy approximately $100 million dollars worth of inventory in addition to the loss incurred by the company when the public reacted to the incident (Campbell et. al., n.d.). Tylenol's approach was to pull off the products as quickly as possible, stopped production, cooperated with the investigation and the media and halted all forms of advertisement or marketing of the product. Furthermore, Johnson's & Johnson's took the initiative to protect and improve their product packaging which allowed them to regain the public's confidence and paved the way for improved tamper-resistant packaging now used by myriad of manufacturing companies. The fatalities occurred between September 29th to October 1st of the year 1982 and by November, Tylenol had already reintroduced the product with improved tamper-resistant packaging. To regain the public's attention and confidence, Johnson's & Johnson's launched a dynamic marketing campaign to put the product's name before the public.
The chosen scenario is the first one provided, regarding the accusations that a needle was found in a signature sandwich of a local fast food chain. This case is interesting since the organization is dealing with a rumor, however, before the issue escalates into what could become a potential crisis, the organization should communicate with stakeholders appropriately. Overall, the restaurant should use the strategies provided by the Situational Crisis Communication Theory (SCCT). First, the fast-food chain should explain that the information is a rumor, thus it will “seek to remove any connection between the crisis and the organization.” (Coombs, 2012, p.156) Then, use bolstering strategies to “build a positive
Analysis of Aspirin Tablets Aim --- To discover the percentage of acetylsalicylic acid in a sample of aspirin tablets. ----------------------------------------------------------------- In order to do this, the amount of moles that react with the sodium hydroxide must be known. This is achieved by using the method of back titration.
" We are living in a world rife with many types of crises"(Shrivastava 1993) which means that we would not be able to expect and know when a crisis is going to happen. In our textbook Strategic Public Relations (Harrison 2011, 811) mention that the main characteristics of a crisis are surprise, insufficient information at the outset, limited control, panic and escalating flow of events. From the in-class simulation it clearly shows those characteristics which we were expected to consider. The definition of crisis is a situation or event harmfully affecting individuals, groups, communities, countries and also the environment (Tombleson 2015). In the slide from (Tombleson 2015) she have said that "crises can be expected or unexpected is with or without warning, smouldering (chronic) or sudden (acute) and unpredictable and impact on an organisation’s viability, credibility and reputation".
An organizational crisis is a low-probability, high-impact event that threaten the viability of the organization and is characterized by ambiguity of cause, effect, and means of resolution, as well as by a belief that decisions must be made swiftly. (p. 213)3 After understandin...
The communication process is not something that begins when a crisis rears its ugly head rather it is a process that takes place in preparing for a crisis before it happens. While the term crisis represents a blanket term used to describe many situations, each situation is unique, thus presenting different obstacles to overcome. However, with a well-established advanced plan in place an organization places itself in a position to overcome and work around obstacles. The development of a comprehensive crisis management plan is one achieved through effective communication where each member of the crisis management team has an advanced shared understanding of his or her role and responsibility during a time of crisis (du Pr'e, 2005).
While these words are all relatable forms of a crisis, we have learned through this course of study that size of calamity is not the only barometer of a crisis. Located within the pages of A Proactive Approach to Crisis Communications by Professor Rick Pozniak is the statement; “Even the smallest crisis can acutely damage a company’s reputation if the organization does not respond in a quick and forthright manner to public concern or official scrutiny”. This statement highlights the opinion that it is paramount to pay attention to every detail. Companies will work to prepare for the worst, although in many settings it is the slightest crisis that flounders unchecked or is not addressed by the company with the dignity and transparency that the public feels are necessitated that will mature into a major crisis. These small, controllable and at times avoidable, crisis circumstances are never to be taken nonchalantly. An objective of crisis communications to keep the crisis event to a minimum, with expert knowledge and understanding of this crucial statement found within our class handout, the aim of minimum impact to your business can be achieved with attention to detail, no matter how slight those aspects may happen to
& Spillan, J. (2013). Crisis Management Leading in the New Strategy Landscape. Thousand Oaks, CA: Savant Learning Systems. Retrieved from https://www.betheluniversityonline.net