Description
Book SynopsisRisk and Crisis Communication addresses how the interaction between organizations and their stakeholders manifests during a risk or crisis situation. Littlefield and Sellnow contend that when best practices are considered, there are certain tensions to which an organization responds. These tensions are similar to those experienced among individuals when managing their relationships. As such, Littlefield and Sellnow apply an interpersonal theory, known as relational dialectics (RDT), to risk and crisis communication and examine the outcome from the vantage point of the officials and the public. Previous research has focused on top-down, sender-oriented communication to evaluate the effectiveness of particular strategies used by spokespeople to repair public image or relay an apology. In contrast, Littlefield and Sellnow's approach relies on culture-centeredness and suggests how cultural elements may have influenced the kinds of tensions each organization faced. Risk and Crisis Communica
Trade ReviewThis book investigates an important but hitherto underdeveloped area: risk and crisis communication. Littlefield and Sellnow use relational dialectics theory, focus on culture as a key element, and investigate these ideas in multiple contexts. Risk and Crisis Communication is a welcome addition to the literature. -- William Benoit, Ohio University
Littlefield and Sellnow have assembled an impressive set of essays that provide insight into the cultural and relational dimensions of crisis and risk communication. The case studies included provide insight for both scholars seeking to understand these important phenomena and for practitioners seeking to communicate in a more culturally sensitive and effective way. The tensions identified and described in this volume will provide a useful analytical frame for crisis and risk communication. -- Matthew W. Seeger, Wayne State University
A fresh approach toward a better understanding and explanation of the multifaceted yet navigable tensions inherent in risk and crisis situations that organizations and individuals must address. This book is applicable for students, junior and senior scholars, and practitioners who are searching for a distinctive perspective. -- Michael James Palenchar, University of Tennessee
Table of ContentsChapter 1 Adding the Focus on Culture as a Best Practice Robert S. Littlefield Chapter 2 Tension of Timeliness: How Timing Proved Costly for Peanut Corporation of America Shalindra Rathnasinghe & Robert S. Littlefield Chapter 3 Tension of Openness: An Examination of Menu Foods Organizational Disclosure During the 2007 Pet-Food Recall Laura C. Farrell Chapter 4 Tension of Certainty: The Mistakes of the E coli Outbreak in Europe Nigel D. Haarstad & Robert S. Littlefield Chapter 5 The Tension of Organizational Interest: China’s 2008 Melamine Milk Crisis Tara B. Freed & Robert S. Littlefield Chapter 6 Tension of Taking Responsibility: The Failings of Del Bueno in the Queso Fresco Crisis Jessica Rick & Robert S. Littlefield Chapter 7 The Tension of Controlling the Narrative: Construing and Mis-construing Risk Messages Elizabeth L. Petrun Chapter 8 The Tension of Emotional Connection: Health Literacy and the 2010 Salmonella Egg Recall Holly A. Roberts and Shari R. Veil Chapter 9 Reflecting on the Dialectal Tensions in Crisis Communication: Lessons Learned and Future Opportunities Timothy L. Sellnow
