Crisis, Issues and Reputation Management

Crisis, Issues and Reputation Management

Reputations are acknowledged by corporate leaders to be their most important assets, but are they properly understood, proactively managed and protected from potentially damaging issues and crises? In this book, Andrew Griffin looks at where risks to reputation come from and how organizations can predict, prevent and prepare for them. He provides advice on how to devise issue-resolution strategies, respond to fast-moving crises and recover reputation following a crisis. Drawing on a diverse range of case studies, the book provides practical advice and guidance as well as insight and analysis.
Andrew Griffin (978-0-7494-6992-4) Paperback, 256 pages 2014


Reputation:  what it is and why it matters

Defining reputation
Valuing reputation
From reputation management to reputation strategy

The challenging climate in which reputations are managed

Declining trust
Low risk tolerance
International regulation
Local and global expectations
The information ‘anarchy’ of traditional and social media
Empowerment and activism
Chapter summary

What are the risks to reputation?

Externally driven issues

Societal and political attention on a broad problem
Societal and political outrage at specific organizational behaviour/performance
Societal and political outrage at a ‘new’ risk imposed by an organization/sector
Challenges in managing externally driven issues
Chapter summary

Internally driven issues

The ‘proactive negative’ internal issue
The ‘proactive positive’ internal issue
The ‘reactive positive’ internal issue
The ‘reactive negative” internal issue
Chapter summary

Externally driven incidents

An attack on you, or those in your care
An attack on a wider group affecting you
A political or social development endangering you, or those in your care
A natural event
Chapter summary

Internally driven incidents

Ten safety incidents that shaped crisis management today
Communications and the internal incident
Chapter summary

Interrelated risks

Managing reputation risk through the life cycle 

Predicting reputation risk

The external reputation risk radar and horizon scanning
The internal reputation risk radar
Analysing risk
Reputation risk assessment
Lessons from the past
Chapter summary

Preventing reputation risk

Reputation risk architecture – ‘hard’ intervention
Behavioural change through ‘soft’ interventions
Corporate citizenship
Chapter summary

Preparing for acute reputation risk

Who should own and manage crisis preparedness?
What does a crisis-ready organization look like?
Chapter summary

Resolving risks to reputation

Issues management/issues resolution
Issues management process
Issues management competence
Issue strategy development
A (short) note on communicating risk
Change as an issue management strategy
Chapter summary

Responding to immediate reputation risk

Strategic crisis decision-making
The wider crisis communications response
Crisis media management
Communications working with other functions
Chapter Summary

Recovering from reputation damage

Reviewing performance and improving preparedness
Rebuilding trust and reputation
Changing the organization
Chapter Summary

Where next for crisis, issues and reputation management?

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Price $39.95