By Andrew Griffin
Corporate leaders recognize that popularity is their most vital asset. yet, is attractiveness adequately understood, proactively controlled and guarded from in all probability destructive concerns and crises? Andrew Griffin appears to be like at the place the hazards to acceptance come from and exhibits how companies can are expecting, hinder and get ready. He presents assistance on the right way to devise issue-resolution thoughts, reply to fast-moving crises and get better attractiveness. Drawing on a various variety of case reviews the e-book presents sensible suggestion in addition to perception and analysis.
An skilled expert in process and predicament administration, Griffin argues that crises and matters desire cautious communique concepts, but in addition artistic decision-making, powerful team-work, and decisive management.
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Using a fake Twitter handle and website to ridicule Shell’s own ‘Let’s Go’ advertising campaign, Greenpeace got attention. However, this attention came primarily from its existing supporters. Furthermore, some social media commentators felt that this was a move too far; with so much uncertainty on the internet, adopting the identity of another is considered a faux pas. In July 2013, trying to escalate the issue with a further stunt, six Greenpeace campaigners 25 26 Crisis, Issues and Reputation Management scaled London’s tallest building, The Shard, and placed a ‘Save the Artic’ flag at its pinnacle.
These include: ●âŠ‘ ●âŠ‘ ●âŠ‘ ●âŠ‘ ●âŠ‘ ●âŠ‘ Fear: the pure ‘dread’ of the potential outcome of the hazard. This is usually a health outcome, and often cancer. Noise: what are the media, politicians, NGOs, scientists, community leaders, academics etc saying about the risk? Nature: is the risk natural or man-made? People fear the man-made risks (nuclear technology, pesticides, GM foods) more than the natural (such as weather events). Detectability: can people see, quantify and contain the risk? In the case of mobile phone masts, viruses such as SARs, radiation etc the fear is amplified because people cannot detect and therefore seek to avoid it.
The perception of risk, fuelled by the media and campaigners (including a Hollywood movie), is high. The risk involves very typical ‘fear’ components: water contamination, earth tremors, property blight. So what is driving this low tolerance of risk? Whereas scientists and engineers think about hazards (the risk outcome and likelihood of it happening), the general public adds a layer on top of that which experts in this field tend to call ‘outrage’. This outrage factor covers all the emotional responses, values and biases that drive attitudes and opinions.