Table of Contents
CHAPTER 1 - The Tylenol Case Isn’t the Model for Every Crisis
OTHER VARIABLES IN J&J’S FAVOR
CHAPTER 2 - Know the Difference Between a Nuisance, a Problem, a Crisis, and a ...
A CAUTIONARY TALE: HOW AUDI GOT SIDESWIPED
HEWLETT-PACKARD: OVERKILL IN CRISIS MANAGEMENT
CHAPTER 3 - Blame and Resentment
CHAPTER 4 - Offense Wins, Defense Loses
INTRODUCING RISK TO YOUR ATTACKER
SHOWCASING BENEFITS TO BALANCE THE SCORECARD
CHAPTER 5 - Cloak Every Argument in a Principle
TELLING CONSUMERS WHY THEY SHOULD CARE
BECOMING ONE OF THE “GOOD GUYS”
WINDY POLITICIANS SHOW THE WAY
CHAPTER 6 - Preach to the Choir
DISPOSABLE DIAPERS AND THE BOTTOM LINE ABOUT GRASSROOTS SUPPORT
CHAPTER 7 - Damage Control Means More Than Having to Say You’re Sorry
SIN AND SYMPATHY IN THE CLINTON WARS
WHY THREE APOLOGIES DON’T ADD UP TO FORGIVENESS
DIFFERENT OUTCOMES FOR A SIMILAR OFFENSE
CHAPTER 8 - A Crisis Well Managed Is a Tale of Redemption
CRISIS MANAGEMENT IS ABOUT SECOND ACTS
CHAPTER 9 - When You Can’t Make Them Iike You, Make Them Stop Attacking You
SOFT DISSUASION: INOCULATION FOR A “BIG SHOES TO FILL” PROBLEM
GE MANAGEMENT TRANSITION PHASE I: SILENCE DURING THE SELECTION PROCESS
GE MANAGEMENT TRANSITION PHASE II: TARGETED COMMUNICATIONS
CHAPTER 11 - Do the Media’s Job for Them
FINGER FOOD: AN ALTERNATIVE NARRATIVE IN THE WENDY’S CHILI INCIDENT
INVESTIGATIVE REPORTING AS A CRISIS MANAGEMENT FUNCTION
CHAPTER 12 - When the Judge and Jury Need to Know
THE JUDGE AND JURY ARE YOUR TARGETS
WE ARE IN A UNIQUELY HOSTILE CLIMATE