Crisis events are increasingly common. Their impacts are greater--and they are more widely reported in the media--than ever before. They often symbolize tragedy and loss, but they are also the precipitating factors in radical, rapid, and frequently positive social change. Understanding the complex dynamics of these powerful events is imperative for both researchers and managers. Taking a broad view of organizational crisis, the authors synthesize a rich and diverse body of theory, research, and practice and apply it to every kind of crisis imaginable, from oil spills to nuclear disasters, airplane crashes, shuttle explosions, and corporate implosions such as Enron. The "organization" can be anything from a company to a federal bureaucracy or society. Organizational crisis is presented as a natural stage in organizational evolution, creating not only stress and threats but also opportunities for growth and development. Communication is viewed as the pivotal process in the creation and maintenance of organization, and its role is examined here at every stage, from incubation to avoidance, crisis management, and recovery. Researchers, crisis managers, and communications managers will find a wealth of applied theoretical orientations, including chaos theory, sensemaking, organizational learning theory, and more.

Coordination of risk assessments and risk communication strategies requires information sharing and establishing networks of working relationships between groups and agencies. Establishing these relationships necessitates overcoming - stitutional, cultural, and political boundaries. Signi?cant barriers exist between r- ulatory agencies and industry groups. Traditionally, these groups have mistrusted one another, and cooperation and collaboration, including sharing information, c- respondingly has been limited. The adoption of radio frequency identi?cation te- nology for tracking livestock, for example, has been met with signi?cant resistance due in part to mistrust between regulatory agencies and producers (Veil, 2006). In the food industry, the need for coordination has been enhanced by industry in- gration and globalization of both markets and production. In the case of GM foods discussed earlier, disagreements between U. S. , European Union, and Canadian r- ulatory agencies fueled the debate over the safety of GM crops. Overcoming institutional and cultural barriers, and mistrust is necessary to create consistency in risk messages. Open communication and information sharing can help clarify where risk perceptions diverge and identify points of convergence. The outcome may not be universal agreement about risks, but convergence around the general parameters of risk. Summary These best practice strategies of risk communication are not designed to function as distinct steps or isolated approaches. Rather than being mutually exclusive, they serve to complement one another and create a coherent approach to confronting risk communication problems.

Coordination of risk assessments and risk communication strategies requires information sharing and establishing networks of working relationships between groups and agencies. Establishing these relationships necessitates overcoming - stitutional, cultural, and political boundaries. Signi?cant barriers exist between r- ulatory agencies and industry groups. Traditionally, these groups have mistrusted one another, and cooperation and collaboration, including sharing information, c- respondingly has been limited. The adoption of radio frequency identi?cation te- nology for tracking livestock, for example, has been met with signi?cant resistance due in part to mistrust between regulatory agencies and producers (Veil, 2006). In the food industry, the need for coordination has been enhanced by industry in- gration and globalization of both markets and production. In the case of GM foods discussed earlier, disagreements between U. S. , European Union, and Canadian r- ulatory agencies fueled the debate over the safety of GM crops. Overcoming institutional and cultural barriers, and mistrust is necessary to create consistency in risk messages. Open communication and information sharing can help clarify where risk perceptions diverge and identify points of convergence. The outcome may not be universal agreement about risks, but convergence around the general parameters of risk. Summary These best practice strategies of risk communication are not designed to function as distinct steps or isolated approaches. Rather than being mutually exclusive, they serve to complement one another and create a coherent approach to confronting risk communication problems.

In this fully updated Fifth Edition, three of today's most respected crisis/risk communication scholars provide the latest theory, practice, and innovative approaches for handling crisis. This acclaimed book presents the discourse of renewal as a theory to manage crises effectively. The book provides in-depth case studies that highlight successes and failures in dealing with core issues of crisis leadership, managing uncertainty, communicating effectively, understanding risk, promoting communication ethics, enabling organizational learning, and producing renewing responses to crisis. Unlike other crisis communication texts, this book answers the question, "What now?" and explains how organizations can and should emerge from crisis. Authors Robert R. Ulmer, Timothy L. Sellnow, and Matthew W. Seeger provide guidelines for taking the many challenges that crises present and turning those challenges into opportunities for overcoming a crisis.