Chapter 10
Chapter ten revolves around conflict management. The chapter
begins by describing the key components for conflict management- these components are strategic, managements,
competition, and conflict. The strategic component defines the purpose of
achieving certain objectives. The management component defines planned action.
The competition component defines competitors who are aiming toward the same
goal. The conflict component defines a sharp disagreement or opposition that
results in a threat from another competitor.
Then, the
chapter describes the factors that these components can be made up of. The
chapter splits these factors into two categories: external and internal. The
definitions being pretty obvious because of their name, the chapter lists some
examples. Eternal factors include: external threats, political environment, and
public opinion / characteristic. Internal factors include: internal threats,
corporation characteristics, management’s characteristics, and personality
characteristics.
After defining
the key components and what make the components of conflict management, the
chapter then goes into the use of conflict management. The chapter describes
this use as a life cycle. The cycle has a six step process: environmental
scanning, risk communication, conflict positioning, crisis communication,
conflict resolution, and reputation management. Environmental scanning is the
analysis of current affairs. Risk communication is the analyzing of dangers and
threats, which could include organizations or environmental factors. Conflict
positioning is the ability to place your organization in a favorable position
for public viewing. Crisis communication is the understanding of a crisis plan
if one should ever occur. Conflict resolution is the ability to turn a conflict
around and make it beneficial for a company. Finally, reputation management is
the research used to learn about the organizations reputation.
The chapter
then describes some basic steps for managing crises or predicting them – which
all seemed pretty redundant and like common sense. It then provided some
strategies for addressing conflict, which seemed like something that could
potentially be useful in class. These included: Attack the accuser, denial,
making excuses, demanding justification, ingratiation (changing something to
appease to the public involved) corrective action (steps taken to repair
actions that are done) or a complete apology (however, we were instructed that
this should almost never be used). In order to address these strategies, it is
necessary to know the foundations of an organizations reputation: economic
performance, social responsiveness, and the ability to deliver valuable
outcomes to stakeholders. The chapter
also pinpoints some other minor strategies to recover reputation, which include
reviewing policies, hiring other that make the organization look good, and
improve governance structure.
Supplemental Reading
Chapter 1
This reading covered crisis communications and pegged this
communication into four different categories: media relations (building
positive relations with the media) community relations (building positive
relations with leaders), employee relations (building positive relations with
staff) and consumer relations (building positive relations with customers).
There are several different tactics to each relation, ranging from pitch
letters, media tours, open houses, emails, and return policies. The chapter also provides crises prevention
tips for each of these categories, that include following up on past crises or
reducing the amount of hazards that happen.
Chapter 2
This chapter goes beyond crises communication and focuses on
crisis communication theory. IT pegs two different significant theories:
diffusion theory and apologia theory. Diffusion theory involves a five-step
process of awareness, interest, evaluation, trial, and adoption. Apologia
theory involves a three-step process of redefinition, dissociation, and
conciliation. Both of which involve similar steps, yet different qualities and
success rates.
Chapter 3
This chapter goes over the steps to communicating a process.
It defines six steps that are pretty much self-explanatory. These steps
include: keep the old customers, attract new customers, market new services and
products, handle complaints swiftly, educate customers, and organize out reach
programs.
Chapter 4
This chapter ascribes tasks to when a crisis happens. The results of a crisis may put an organization
out of business, loses image, or is seen more favorably than before. There are
four stages to a crisis: breaking the news, details become available, analysis
of what happened, and remembrances.
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