{"product_id":"dealing-with-an-angry-public-9781451627350","title":"Dealing with an Angry Public","description":"\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003e\u003cb\u003eContents\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003eAcknowledgments\u003cbr\u003e\u003cbr\u003e\u003cb\u003eChapter I. Introduction\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003eA New Way of Interacting with the Public\u003cbr\u003e\u003cbr\u003eWhy We All Should Be Concerned About Angry Publics\u003cbr\u003e\u003cbr\u003eThe Public Is Not Easily Appeased\u003cbr\u003e\u003cbr\u003eThe Typical Approach to Public Relations Does Not Work\u003cbr\u003e\u003cbr\u003eA Different Approach Is Needed\u003cbr\u003e\u003cbr\u003e\u003cb\u003eChapter II. Why Is the Public Angry?\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003eWhat Is Anger?\u003cbr\u003e\u003cbr\u003eWhy Are People Angry?\u003cbr\u003e\u003cbr\u003eRational and Irrational Anger\u003cbr\u003e\u003cbr\u003eTypical Responses to an Angry Public\u003cbr\u003e\u003cbr\u003eDealing with an Angry Public: The Conventional Wisdom\u003cbr\u003e\u003cbr\u003e\u003cb\u003eChapter III. The Mutual-Gains Approach\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003e\u003ci\u003eThe Mutual-Gains Approach: Six Principles\u003cbr\u003e\u003cbr\u003eThe Old Plastics Factory\u003c\/i\u003e\u003cbr\u003e\u003cbr\u003eBackground\u003cbr\u003e\u003cbr\u003eApplying for a Waiver\u003cbr\u003e\u003cbr\u003eFurther Study\u003cbr\u003e\u003cbr\u003eThe Public Presentation\u003cbr\u003e\u003cbr\u003eA Disaster Threatens\u003cbr\u003e\u003cbr\u003eThe Fallout\u003cbr\u003e\u003cbr\u003e\u003cb\u003eChapter IV. Accidents Will Happen\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003e\u003ci\u003eThree Mile Island: To Tell or Not to Tell\u003c\/i\u003e\u003cbr\u003e\u003cbr\u003eThe First Day: March 28, 1979\u003cbr\u003e\u003cbr\u003eThe Second Day: March 29, 1979\u003cbr\u003e\u003cbr\u003eThe Third Day: March 30, 1979\u003cbr\u003e\u003cbr\u003eThe Final Days: March 31 and April 1, 1979\u003cbr\u003e\u003cbr\u003e\u003ci\u003eTelling the Truth: The Mutual-Gains Approach\u003c\/i\u003e\u003cbr\u003e\u003cbr\u003eThe Advantages of Disclosure Outweigh the Disadvantages\u003cbr\u003e\u003cbr\u003eAct in a Trustworthy Fashion\u003cbr\u003e\u003cbr\u003eSelect a Capable Spokesperson\u003cbr\u003e\u003cbr\u003eEnlist Support on the Outside\u003cbr\u003e\u003cbr\u003eGovernment and Business Should, Can, and Do Cooperate\u003cbr\u003e\u003cbr\u003e\u003ci\u003eThe\u003c\/i\u003e Exxon Valdez: \u003ci\u003eWhen Paying Out Doesn't Pay Off\u003c\/i\u003e\u003cbr\u003e\u003cbr\u003eCleaning Up\u003cbr\u003e\u003cbr\u003eA Modest Proposal\u003cbr\u003e\u003cbr\u003eExxon's Response\u003cbr\u003e\u003cbr\u003eMitigation Efforts\u003cbr\u003e\u003cbr\u003eCompensation for Damages\u003cbr\u003e\u003cbr\u003eThe Aftermath\u003cbr\u003e\u003cbr\u003e\u003ci\u003eDoing It Differently: The Mutual-Gains Approach\u003c\/i\u003e\u003cbr\u003e\u003cbr\u003eThe Company's Failure to Accept Responsibility\u003cbr\u003e\u003cbr\u003eThe Company's Failure to Establish Clear Lines of Communication\u003cbr\u003e\u003cbr\u003eThe Company's Failure to First Mitigate, Then Compensate (and Ultimately Leave People Better Off)\u003cbr\u003e\u003cbr\u003eThe Company's Failure to Convene an Effective Problem-Solving Forum\u003cbr\u003e\u003cbr\u003eConclusion\u003cbr\u003e\u003cbr\u003e\u003cb\u003eChapter V. Risky Business\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003eWhat Is Risk?\u003cbr\u003e\u003cbr\u003eAssessing Risk\u003cbr\u003e\u003cbr\u003ePerceiving Risk\u003cbr\u003e\u003cbr\u003eCommunicating Risk\u003cbr\u003e\u003cbr\u003eRisky Business\u003cbr\u003e\u003cbr\u003e\u003ci\u003eThe Breast Implant Controversy\u003c\/i\u003e\u003cbr\u003e\u003cbr\u003eThe Story Unfolds\u003cbr\u003e\u003cbr\u003eThe Story Is Retold\u003cbr\u003e\u003cbr\u003eWhat Should the Company Do?\u003cbr\u003e\u003cbr\u003eImplant Rupture\u003cbr\u003e\u003cbr\u003eDrawing Conclusions in the Face of Uncertainty\u003cbr\u003e\u003cbr\u003e\u003ci\u003eKnowing Your Product and Presenting It Truthfully: The Mutual-Gains Approach\u003c\/i\u003e\u003cbr\u003e\u003cbr\u003eSet Clear Performance Standards\u003cbr\u003e\u003cbr\u003eMinimize the Risk, Not the Concerns of Others\u003cbr\u003e\u003cbr\u003eMake Commitments You Can Keep\u003cbr\u003e\u003cbr\u003eSeek to Know, Not to Hide\u003cbr\u003e\u003cbr\u003eEngage Stakeholders in Making Risky Decisions\u003cbr\u003e\u003cbr\u003eMake Contingent Commitments\u003cbr\u003e\u003cbr\u003e\u003cb\u003eChapter VI. When Values Collide\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003eWhat Are Values?\u003cbr\u003e\u003cbr\u003eWhy Are Value Conflicts So Difficult to Resolve?\u003cbr\u003e\u003cbr\u003eA Model for Deescalating Intractable Conflicts\u003cbr\u003e\u003cbr\u003e\u003ci\u003eHydro-Quebec and the Cree: Clashing Cultures\u003c\/i\u003e\u003cbr\u003e\u003cbr\u003eHydro-Quebec's Response to the Cree\u003cbr\u003e\u003cbr\u003e\u003ci\u003eTalking With, Not At, the Other: The Mutual-Gains Approach\u003c\/i\u003e\u003cbr\u003e\u003cbr\u003eSeek Common Principles -- Despite Seemingly Stark Differences\u003cbr\u003e\u003cbr\u003eConsider That You Might Be Wrong\u003cbr\u003e\u003cbr\u003eConsider Substantial Community Improvement Through a Fair Process, Not Compensation Only for the Few\u003cbr\u003e\u003cbr\u003eIgnoring the Principles of the Mutual-Gains Approach Intensifies Cultural Conflict\u003cbr\u003e\u003cbr\u003e\u003ci\u003eAnimal Rights\u003cbr\u003e\u003cbr\u003eListening Whether You Agree or Not: The Mutual-Gains Approach\u003c\/i\u003e\u003cbr\u003e\u003cbr\u003eExamine History to Better Understand Today\u003cbr\u003e\u003cbr\u003eSeek Reason Amid Emotion, Not Reason at the Expense of Emotion\u003cbr\u003e\u003cbr\u003eRecognize Diversity on the Other Side\u003cbr\u003e\u003cbr\u003eBeware the Pitfalls of \"Rights Talk\"\u003cbr\u003e\u003cbr\u003eSeek Forums for Dialogue\u003cbr\u003e\u003cbr\u003e\u003cb\u003eChapter VII. The Media\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003eThe Conventional Wisdom of Media Relations\u003cbr\u003e\u003cbr\u003eThe Media as Adversary\u003cbr\u003e\u003cbr\u003eThe Media as a Tool\u003cbr\u003e\u003cbr\u003eThe Media Can Be Controlled\u003cbr\u003e\u003cbr\u003eMedia Policy by Default\u003cbr\u003e\u003cbr\u003e\u003ci\u003eThe Mutual-Gains Approach to Dealing with the Media\u003c\/i\u003e\u003cbr\u003e\u003cbr\u003eTake into Account the Interests of the Media\u003cbr\u003e\u003cbr\u003eTell the Media What You Know and Don't Know\u003cbr\u003e\u003cbr\u003eMake Available People with Authority Who Can Share Their Views Openly\u003cbr\u003e\u003cbr\u003eWork to Convince Media They Have an Educative Role\u003cbr\u003e\u003cbr\u003eUse a Neutral to Speak in a Single Voice\u003cbr\u003e\u003cbr\u003eIn a Consensus-Building Process, Establish Ground Rules to Guide Media Interactions\u003cbr\u003e\u003cbr\u003eUse Additional Means of Communication\u003cbr\u003e\u003cbr\u003eSet an Example for the Media to Follow\u003cbr\u003e\u003cbr\u003eSummary\u003cbr\u003e\u003cbr\u003e\u003cb\u003eChapter VIII. Principled Leadership\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003eDoing the Right Thing\u003cbr\u003e\u003cbr\u003eIntegrity, Honesty, and Trust\u003cbr\u003e\u003cbr\u003eHow to Inspire Trust\u003cbr\u003e\u003cbr\u003eSharing, Listening, and Learning\u003cbr\u003e\u003cbr\u003eWhat Leaders Value\u003cbr\u003e\u003cbr\u003eLeadership and Institutions\u003cbr\u003e\u003cbr\u003eConcluding Remarks\u003cbr\u003e\u003cbr\u003e\u003ci\u003eNotes\u003cbr\u003e\u003cbr\u003eBibliography\u003cbr\u003e\u003cbr\u003eIndex\u003c\/i\u003e","brand":"Simon \u0026 Schuster","offers":[{"title":"Default Title","offer_id":51769872023895,"sku":"9781451627350","price":15.0,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9781451627350.jpg?v=1758723015","url":"https:\/\/bookcurl.com\/products\/dealing-with-an-angry-public-9781451627350","provider":"Book Curl","version":"1.0","type":"link"}