Description
Table of ContentsContentsAcknowledgments
Chapter I. IntroductionA New Way of Interacting with the Public
Why We All Should Be Concerned About Angry Publics
The Public Is Not Easily Appeased
The Typical Approach to Public Relations Does Not Work
A Different Approach Is Needed
Chapter II. Why Is the Public Angry?What Is Anger?
Why Are People Angry?
Rational and Irrational Anger
Typical Responses to an Angry Public
Dealing with an Angry Public: The Conventional Wisdom
Chapter III. The Mutual-Gains ApproachThe Mutual-Gains Approach: Six Principles
The Old Plastics FactoryBackground
Applying for a Waiver
Further Study
The Public Presentation
A Disaster Threatens
The Fallout
Chapter IV. Accidents Will HappenThree Mile Island: To Tell or Not to TellThe First Day: March 28, 1979
The Second Day: March 29, 1979
The Third Day: March 30, 1979
The Final Days: March 31 and April 1, 1979
Telling the Truth: The Mutual-Gains ApproachThe Advantages of Disclosure Outweigh the Disadvantages
Act in a Trustworthy Fashion
Select a Capable Spokesperson
Enlist Support on the Outside
Government and Business Should, Can, and Do Cooperate
The Exxon Valdez:
When Paying Out Doesn't Pay OffCleaning Up
A Modest Proposal
Exxon's Response
Mitigation Efforts
Compensation for Damages
The Aftermath
Doing It Differently: The Mutual-Gains ApproachThe Company's Failure to Accept Responsibility
The Company's Failure to Establish Clear Lines of Communication
The Company's Failure to First Mitigate, Then Compensate (and Ultimately Leave People Better Off)
The Company's Failure to Convene an Effective Problem-Solving Forum
Conclusion
Chapter V. Risky BusinessWhat Is Risk?
Assessing Risk
Perceiving Risk
Communicating Risk
Risky Business
The Breast Implant ControversyThe Story Unfolds
The Story Is Retold
What Should the Company Do?
Implant Rupture
Drawing Conclusions in the Face of Uncertainty
Knowing Your Product and Presenting It Truthfully: The Mutual-Gains ApproachSet Clear Performance Standards
Minimize the Risk, Not the Concerns of Others
Make Commitments You Can Keep
Seek to Know, Not to Hide
Engage Stakeholders in Making Risky Decisions
Make Contingent Commitments
Chapter VI. When Values CollideWhat Are Values?
Why Are Value Conflicts So Difficult to Resolve?
A Model for Deescalating Intractable Conflicts
Hydro-Quebec and the Cree: Clashing CulturesHydro-Quebec's Response to the Cree
Talking With, Not At, the Other: The Mutual-Gains ApproachSeek Common Principles -- Despite Seemingly Stark Differences
Consider That You Might Be Wrong
Consider Substantial Community Improvement Through a Fair Process, Not Compensation Only for the Few
Ignoring the Principles of the Mutual-Gains Approach Intensifies Cultural Conflict
Animal Rights
Listening Whether You Agree or Not: The Mutual-Gains ApproachExamine History to Better Understand Today
Seek Reason Amid Emotion, Not Reason at the Expense of Emotion
Recognize Diversity on the Other Side
Beware the Pitfalls of "Rights Talk"
Seek Forums for Dialogue
Chapter VII. The MediaThe Conventional Wisdom of Media Relations
The Media as Adversary
The Media as a Tool
The Media Can Be Controlled
Media Policy by Default
The Mutual-Gains Approach to Dealing with the MediaTake into Account the Interests of the Media
Tell the Media What You Know and Don't Know
Make Available People with Authority Who Can Share Their Views Openly
Work to Convince Media They Have an Educative Role
Use a Neutral to Speak in a Single Voice
In a Consensus-Building Process, Establish Ground Rules to Guide Media Interactions
Use Additional Means of Communication
Set an Example for the Media to Follow
Summary
Chapter VIII. Principled LeadershipDoing the Right Thing
Integrity, Honesty, and Trust
How to Inspire Trust
Sharing, Listening, and Learning
What Leaders Value
Leadership and Institutions
Concluding Remarks
Notes
Bibliography
Index
