PR must develop communication strategies and processes to influence the course of conflicts how? |
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to the benefits of the organizationto the benefit of the organization's constituents |
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what is the use of pr to influence the course of a conflict, and ultimately a crisis? |
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strategic conflict management |
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what are the key components of strategic conflict management? |
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- strategic- achieving- management- planned action- competition- striving- conflict- sharp opposition |
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What occurs when two or more groups of an organization vie for the same resources? |
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compeition |
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what occurs when two groups direct their efforts against each other? |
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conflict |
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the most competition lies where? |
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b/w competition for profit, rather than nonprofit |
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competition- eye on...conflict- eye on... |
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the prizethe opposition |
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Proffesional practice and competition/conflict:your organizations behavior must be? |
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honorable/defensible |
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Proffesional practice and competition/conflict:your organization must be? |
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ethical |
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Proffesional practice and competition/conflict:your organizations mission must be? |
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worthy |
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Proffesional practice and competition/conflict: your advocacy of the organization has? |
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integrity |
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Your organization works at creating? |
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mutual benefit |
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a pr professional will need to look where before dealing w/competition or conflict campaigns? |
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needs of organization and managing those conflicts |
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dealing with issues early on equals? |
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more efficentmorally correct |
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stance-driven approach? |
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- determine stance of the organization- stance determines strategy |
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stance-driven approach is based on what informal, unstated approach? |
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"it depends" |
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threat appraisal model? |
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situational demands and organizational resource |
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Threat appraisal model: which deals with required efforts, danger, and uncertainty? |
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situational demands |
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Threat appraisal model: which deals with knowledge, time, finance, and management? |
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organizational resource |
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Two other important approaches to conflict, aside from "it depends." |
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1- many factors determine stance2- stance can change with events |
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these two principles form the basis for what model? |
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contigency theory |
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Explain this model? |
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five external variables and six internal |
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external? |
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1- external threats2 industry specific environment3 general political/social environment4 external public characteristics5 the issue under consideration |
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Internal? |
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1 general corporate/organizational2 characteristics of th pr department3 top management characteristics4 internal threats5 personality characteristics of internal, involved persons6 relationship characteristics |
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Most practitioners report the major influence on public relations professionals? |
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individual level variable |
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What plays a major role in formulating proper strategy for dealing with a conflict or issue? |
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expertise and experience of the pr professionaldominant coalition |
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Two ends of the continuum model? |
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- pure advocacy- pure accomidation |
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hard-nosed stance of completely disagreeing or refuting the arguments, claims, or threats of a competitor or group? |
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pure advocacy |
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organization agreeing with its critics, changes its policies, makes restitution, and even makes a full public apology for its actions? |
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pure accomidation |
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Which model has four stages, events typically move from left to right, and then start again after they have reached the end? |
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conflict management life cycle |
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What four phases are there? |
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proactivestrategicreactiverecovery |
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The proactive phase includes what? |
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activities and thought processes that can prevent a conflict from arising:environmental scanningissues trackingissue managementcrisis plan development |
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the constant reading listening, and watching of current affairs with an eye to the organization's interests? |
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environmental scanning |
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Systematic process- daily clippings for example |
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issue tracking |
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organization making behavioral changes or creating strategic plan in ways that address the emerging issue |
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issues management |
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a first step in preparing for the worst? |
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crisis plan |
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Strategic phase includes? |
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- conflict is identifiedrisk communicationconflict-positioningmanagement plan |
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dangers or threats to people being conveyed to forestall personal injury, health problems, and environmental damage. |
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risk communication |
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risk communication occurs for how long? |
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so long as the risk exists or until the risk escalates into crisis |
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strategies that enable the organization to position itself favorably in anticipation of actions such as litigation, boycott, adverse legislation, elections, or similar events |
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conflict-positioning |
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a specific ____ is developed to be prepared for the worst outcome? |
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crisis management plan |
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reactive phase? |
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when the conflict reaches a critical place and reaction must happen |
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What is implemented during this type? |
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crisis management plan |
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what else has to happen? |
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meet the needs of publics |
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what are used when conflict has emerged but is not careening out of control? |
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conflict resolution techniques |
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What employs communication strategies and pblicity efforts in support of legal actions or trials? |
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litigation public relation |
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recovery phase? |
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aftermath; bolster or repair:reputation managementimage restoration |
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sysstematic research to learn the state of the organization's reputation and then taking steps to improve it? |
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reputation management |
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what is strategies that provide genuine change by the organization? |
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image restoration |
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A proactive and systematic approach to predict problems, anticipate threats, minizime surprises, resolve issues, and prevent crisis? |
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issues managment |
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What does issue management require? |
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2 way communicationenvironmental scanningsense-making stratigies |
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What is the basic idea behind issues management? |
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proactive planning |
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five basic steps in the issues managmenet process |
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1- issue identification2- issue analysis3- strategy options4- the action plan5- the evaluation of results |
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issue identification? |
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trackingestablishing a trend line of coverage |
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issue analysis? |
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assess potential threat of an issue |
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Strategy options? |
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what to do about the emerging issue |
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action plan? |
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communicate the specific policy |
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evaluation? |
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has the strategy worked |
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any verbal or written exchange that attempts to communicate info that positions the organization favorably regarding competition or an anticipated conflict? |
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strategic positioning |
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informing the public of risks? |
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risk communication |
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risk communication can do what? |
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minimize adverse effects on publicsminimize risk to the organization itself |
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Variables effecting public perceptions:risks voluntarily taken tend to be... |
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accepted |
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Variables effecting public perceptions:the more complex a situation, the higher the... |
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perception of risk |
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Variables effecting public perceptions:Familiarity breeds... |
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confidence |
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Variables effecting public perceptions:Perceptions of risk increases when the messages of experts... |
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conflict |
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Suggestions to communicators:Begin contact and dialogue when? |
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early on |
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Suggestions to communicators:actively do what with concerns? |
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solicit and identify |
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Suggestions to communicators:recognize who as a legitimate partner in the process. |
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public |
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Suggestions to communicators:address issues of what? |
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concern, even if they arent directly associated |
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Suggestions to communicators:prepare for? |
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hostility |
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Suggestions to communicators:understand the needs of?provide accurate, timely info, and respond promptly to requests. |
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media |
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Suggestions to communicators:always be what? even when it hurts. |
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honest |
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how an organization responds in the first 24 hours, determines what? |
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whether the situation will remain an incident or become a full blown crisis |
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Top three triggers for a crisis: |
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1- financial irregularities2- unethical behavior3- executive misconduct |
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major occurence witha potentially negative outcome affecting the organization, company, or industry, as well as its publics, product, services, or good name |
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crisis |
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Communication during a crisis:put who first? |
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the public |
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Communication during a crisis:take what? |
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responsibility |
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Communication during a crisis:be what?don't obscure facts and try to mislead the public |
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honest |
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Communication during a crisis:never say: |
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no comment |
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Communication during a crisis:designate what? |
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a single spokesperson |
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Communication during a crisis:set up what? |
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a central info center |
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Communication during a crisis:provide a constant flow of? |
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information |
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Communication during a crisis:be familiar with? |
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media needs and deadlines |
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Communication during a crisis:be... |
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acessible |
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Communication during a crisis:monitor what? |
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news coverage and telephone inquiries |
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Communication during a crisis:communicate with whom? |
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key publics |
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Crisis Communication Strategies:the party that claims a crisis exists in confronted and its logic and facts are faulted. sometimes a lawsuit is threatened. |
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attack the accuser |
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Crisis Communication Strategies:the organization explains there is no crisis? |
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denial |
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Crisis Communication Strategies:the organization minimizes its responsibility for the crisis? |
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excuse |
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Crisis Communication Strategies:crisis is minimized with a statement that no serious damage or injuries resulted? |
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justification |
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Crisis Communication Strategies:actions are taken to appease the publics involved? |
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ingratiation |
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Crisis Communication Strategies:steps are taken to repair the damage from the crisis and to prevent it from happening again? |
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corrective action |
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Crisis Communication Strategies:organization takes responsibility and asks forgiveness. compensation or aid included |
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full apology |
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there are two different types of strategies: |
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accomodative- ingratiation, corrective, full apologydefensive- attack, denial, excuse |
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Must take what if defensive actions don't clear crisis? |
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accomodative |
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the collective representation of an organization's past performance that describes the firm's ability to deliver valued outcomes to multiple stakeholders; track record of an organization in the public's mind? |
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reputation |
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Three foundations for reputation? |
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1- economic performance2- social responsiveness3- ability to deliver valuable outcomes to stakeholders |
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Five strategies for image restoration? |
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denialevade repsonsibilityreduce offensivenesscorrective actionmortification |
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Denial? |
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didn't do it, shift the blame |
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evade responsibility? |
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provocationdefeasibility- couldn't avoidaccidentgood intentions |
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reduce offensiveness? |
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bolstering- reputationminimizationdifferentiationtransendenceattack accusercompensation |
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correective action? |
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ensure the prevention or correction |
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mortification? |
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apologize |
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strategy of acknowledging the issue, but making it clear that the situation was an accident or the result of a decision with unintended actions |
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strategy of evading issue |
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most accomodative response? |
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profuse apology |
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