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Source: https: //unsplash. com/photos/Kc. Ib. A 0 gl. Vpk CLASS 6: ORGANIZATIONAL CRISIS COMMUNICATION AND Prof. Dr. Hannah MEDIA Trittin-Ulbrich SOCIAL Leuphana University Lüneburg Summer term 2020 Hannah. trittin@leuphana. de » www. leuphana. de
Learning aims 1. Understand why organizations engage in crisis communication, and recognize communicative crisis response strategies. 2. Reflect on the emergent, socially constructed nature of crises such as the Covid 19 pandemic. 3. Recognize the role of the media, particularly social media in the social co-production of crisis. 4. Understand the challenges that organizations face when communicating via social media in times of crisis (and beyond). 22. 11. 2020 2
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Situational crisis communication theory (SCCT) (Coombs, 2007) Crisis: A reputational thread for corporate reputation 22. 11. 2020 4
Situational crisis communication theory (SCCT) (Coombs, 2007) 1. 2. 3. 4. 5. 6. 7. Rumor Natural disaster Malevolence/product tampering Workplace violence Challenge Technical breakdown accident Technical breakdown product recall 8. Mega damage low responsibility 9. Human breakdown accident 10. Human breakdown product recall 11. Organizational misdeeds, with no injuries 12. Organizational misdeed, management misconduct 13. Organizational misdeeds, with injuries high responsibility Coombs 2007 22. 11. 2020 5
Sources: https: //www. wuv. de/marketing/mercedes_bietet_reichweite_gegen_corona Facebook & 22. 11. 2020 6
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Crisis communication strategies for public organizations (Olsson, 2014) Source: Olssen, 2014 22. 11. 2020 9
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The transmission model of communication Communication in/by/on organizations Communication as simple process of package-like information transfer Corporate Communication Message Org. Comm. Source: Schoeneborn & Trittin, 2013 22. 11. 2020 12
Corporate Communication Org. Comm. Transmission model of communication: Communication as simple process of package-like information transfer Organizational Communication Comm. Org. Constitutive model of communication: Communication as complex meaningnegotiation process Source: Schoeneborn & Trittin, 2013) 22. 11. 2020 13
How crisis are performed Media myths (Tierney et al. 2006) • Extant disaster research suggests that disasters do not lead to anti-social behavior, but the opposite. • However, media and governmental reports on African American vicitims in New Orleans during and after Hurricane Katrina constructed two images: a) Aggressive individuals attacking other victims or emergency responders or b) Helpless refugees that are unable to cope and deserve charity living in a «warzone» • In turn, these constructed ‘media myths’ led to particular strategic response measures, including curfews, and first responder were reassigned to lawenforcement activities. Source: https: //unsplash. com/photos/i 9 w 4 Uy 1 p. U-s 22. 11. 2020 14
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Conclusion — Situational crisis communication theory suggests various strategies how organizations can respond to crisis. — While crisis communication of business firms aims to restore organizational reputation, crisis communication of public organizations largely aims at community resilience and crisis relief. — Natural disaster cast particular challenges for organizations and can turn into other organizational crisis. — A variety of actors is involved in the communicative co-construction of organizational crisis, a process that is facilitated through social media. — Social media create a dynamization, pluralization but also polarization of communication, and underlines the role of emotions. 22. 11. 2020 17
List of references Coombs, W. T. (2007). Protecting organization reputations during a crisis: The development and application of situational crisis communication theory. Corporate Reputation Review, 10(3), 163 -176. Etter, M. , Ravasi, D. , & Colleoni, E. (2019). Social media and the formation of organizational reputation. Academy of Management Review, 44(1), 28 -52. Houston, J. B. , Hawthorne, J. , Perreault, M. F. , Park, E. H. , Goldstein Hode, M. , Halliwell, M. R. , . . . & Griffith, S. A. (2015). Social media and disasters: a functional framework for social media use in disaster planning, response, and research. Disasters, 39(1), 1 -22. Tierney, K. J. (2007). From the margins to the mainstream? Disaster research at the crossroads. Annual Review of Sociolofy, 33(1), 503 -525. Tierney, K. , Bevc, C. , & Kuligowski, E. (2006). Metaphors matter: Disaster myths, media frames, and their consequences in Hurricane Katrina. The Annals of the American Academy of Political and Social Science, 604(1), 57 -81. Schoeneborn, D. , & Trittin, H. (2013). Transcending transmission: Towards a constitutive perspective on CSR communication. Corporate Communications: An International Journal, 18(2), 193 -211. Veil, S. R. , Buehner, T. , & Palenchar, M. J. (2011). A work‐in‐process literature review: Incorporating social media in risk and crisis communication. Journal of Contingencies and Crisis m. Management, 19(2), 110 -122. Zaslawski, V. (2020). Die neue Rezo geht durch die Decke. NZZ, https: //www. nzz. ch/panorama/mai-thinguyen-kim-die-neue-rezo-geht-durch-die-deckeld. 1551892? mktcid=smsh&mktcval=OS%20 Share%20 Hub (Access: 19. 04. 2020) 22. 11. 2020 18
Contact Leuphana University of Lüneburg Institute for Management and Organisation Prof. Dr. Hannah Trittin-Ulbrich Assistant Professor for Business Administration, particularly Business Ethics Universitätsallee 1 21335 Lüneburg Hannah. trittin@leuphana. de https: //www. leuphana. de/en/institutes/imo/persons/hannah-trittin. html Twitter: @Ha. Trittin 22. 11. 2020 19
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