| Traditional Crisis Books | This eBook | |------------------------|-------------| | Separate theory from case examples | Each case explicitly applies one or more theories | | Focus only on large corporations | Includes NGOs, startups, and government agencies | | Ignore social media dynamics | Dedicates 40% of cases to digital firestorms | | Prescriptive (“do this”) | Analytical (“why this worked/failed”) | | Static PDF | Includes hyperlinked frameworks, downloadable templates, and scenario quizzes |

by Keith Michael Hearit , which provides a comprehensive framework for navigating organizational crises using theoretical insights and practical case studies.

This eBook provides a step-by-step framework for understanding, preparing for, and responding to organizational crises. It translates decades of communication research (Situational Crisis Communication Theory, Image Restoration Theory, Coombs’ SCCT model) into actionable strategies, then tests those strategies against —from the Tylenol tampering (1982) to the Boeing 737 MAX disasters, the Facebook-Cambridge Analytica scandal, and the United Airlines passenger dragging incident.

Theory in action: According to Benoit’s Image Restoration Theory, Boeing initially used (claiming faulty sensors and foreign pilot error) and provocation (blaming regulators). When evidence of internal design shortcuts emerged, stakeholders rejected these strategies. Boeing then shifted to corrective action (grounding the fleet, software fix) but delayed mortification (full apology and executive accountability) for over a year. The result: prolonged reputational damage and congressional hearings. This case demonstrates that for preventable crises , evasion of responsibility is almost always counterproductive. Mortification + corrective action must be simultaneous, not sequential.

You can find the ebook through academic retailers like VitalSource or major bookstores like Amazon . Crisis Communication Management - Cognella Title Catalog

The text applies several critical theories to evaluate how organizations respond to "atypical situations," especially those of their own making: