Corporate communication crisis leadership : advocacy and ethics / Ronald C. Arnett, Sarah M. DeIuliis, and Matthew Corr.

By:

Arnett, Ronald C, 1952- []

Contributor(s):

Material type: Text

TextSeries: Public relations collectionPublisher: New York, New York (222 East 46th Street, New York, NY 10017) : Business Expert Press, [(c)2017.]Edition: First editionDescription: 1 online resource (xiii, 202 pages) : illustrationsContent type:

text

Media type:

computer

Carrier type:

online resource

ISBN:

9781631575020

Subject(s):

Genre/Form:

Additional physical formats: Print version:: No titleLOC classification:

HD49.3

Online resources:

Click here to access online

Available additional physical forms:

Contents:

Part I. Issue attentiveness -- 1. Issue clarity -- 2. Issue and stakeholder influence -- 3. Communication ethics in action: British Petroleum and issue thoughtlessness -- Part II. Argument attentiveness -- 4. Argument clarity -- 5. Argument and stakeholder influence -- 6. Communication ethics in action: British Petroleum and argument thoughtlessness -- Part III. Conflict attentiveness -- 7. Conflict clarity -- 8. Conflict and stakeholder influence -- 9. Communication ethics in action: British Petroleum and conflict thoughtlessness -- Part IV. Crisis attentiveness -- 10. Crisis in review: the 2010 Deepwater Horizon disaster -- Bibliography -- Index.

Abstract: Addresses the interplay of strategic moments of corporate communication clarity and/or its lack. This work differentiates issue, argument, conflict, and crisis while explicating their related interaction in organizational success or failure. Strategic communication responsiveness attends to a breadth of stakeholder concerns, interests, and demands, recognizing the communication ethics implications of such action. We explicate the performative consequences as British Petroleum in 2010 in the oil spill off the southern coast of the United States repeatedly failed to attend to information that could overt the Deepwater Horizon crisis. The organic connections between and among issue, argument, conflict, and crisis announce the existence or absence of communication ethics in action, which, this work contends, is essential for long-term leadership within a given industry.

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Holdings
Item type	Current library	Collection	Call number	URL	Status	Date due	Barcode
Online Book (LOGIN USING YOUR MY CIU LOGIN AND PASSWORD)	G. Allen Fleece Library ONLINE		HD49.3 (Browse shelf(Opens below))	Link to resource	Available		BEP11441396
Online Book (LOGIN USING YOUR MY CIU LOGIN AND PASSWORD)	G. Allen Fleece Library	Non-fiction	HD49.3 (Browse shelf(Opens below))	Link to resource	Available		11441396

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Addresses the interplay of strategic moments of corporate communication clarity and/or its lack. This work differentiates issue, argument, conflict, and crisis while explicating their related interaction in organizational success or failure. Strategic communication responsiveness attends to a breadth of stakeholder concerns, interests, and demands, recognizing the communication ethics implications of such action. We explicate the performative consequences as British Petroleum in 2010 in the oil spill off the southern coast of the United States repeatedly failed to attend to information that could overt the Deepwater Horizon crisis. The organic connections between and among issue, argument, conflict, and crisis announce the existence or absence of communication ethics in action, which, this work contends, is essential for long-term leadership within a given industry.

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