3.1 Situational Crisis Communication Theory

Situational Crisis Communication Theory (SCCT) guides organizations in managing crises. It categorizes crisis types, assesses responsibility, and recommends response strategies based on the situation's unique factors. SCCT helps crisis managers choose the most effective approach to protect reputation.

SCCT emphasizes the importance of aligning crisis responses with the level of organizational responsibility. By considering crisis type, attribution, and potential reputational threat, companies can select strategies that resonate with stakeholders and mitigate damage to their image.

Understanding Situational Crisis Communication Theory (SCCT)

Components of SCCT

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• Crisis types categorized into clusters shape response strategies
  • Victim cluster minimal responsibility (natural disasters)
  • Accidental cluster low responsibility (technical error product harm)
  • Preventable cluster high responsibility (human-error accidents, organizational misdeeds)
• Crisis responsibility determines stakeholder blame attribution
  • Low attribution minimal organizational fault (workplace violence)
  • Moderate attribution some organizational fault (technical-error accident)
  • Strong attribution significant organizational fault (management misconduct)
• Organizational reputation influences crisis perception
  • Prior reputation affects initial stakeholder trust (brand loyalty)
  • Crisis history impacts attribution of responsibility (repeat offenses)
• Crisis response strategies address reputational threats
  • Deny strategies reject crisis responsibility (scapegoating)
  • Diminish strategies reduce organizational association (excusing)
  • Rebuild strategies compensate victims or apologize (full apology)
  • Bolstering strategies remind stakeholders of past good works (ingratiation)
• Interrelationships guide strategy selection
  • Crisis type influences responsibility attribution (product recall vs. natural disaster)
  • Attribution level affects response strategy choice (apology for high responsibility)
  • Prior reputation and crisis history shape stakeholder perceptions (trust buffer)

Crisis analysis with SCCT

• Assess crisis type to determine organizational control
  • Identify cluster victim, accidental, or preventable (oil spill)
  • Evaluate organizational control level (equipment failure vs. safety violations)
• Determine crisis responsibility considering stakeholder views
  • Analyze organization's role active or passive (data breach)
  • Consider stakeholder perceptions of fault (public opinion polls)
• Evaluate potential reputational threat to guide response
  • Assess crisis severity immediate and long-term impacts (financial losses)
  • Consider prior reputation and crisis history influence (brand strength)
• Select appropriate strategies matching responsibility level
  • Align strategies with crisis type (denial for false accusations)
  • Combine primary and secondary strategies for comprehensive response (apology + reminder of good works)
• Adapt strategies as crisis evolves to maintain effectiveness
  • Monitor stakeholder reactions social media sentiment
  • Adjust based on new information or changing circumstances (emerging facts)

Applying SCCT in Crisis Management

Effectiveness of crisis responses

• Consistency with SCCT recommendations ensures appropriate action
  • Align response strategies with crisis type (rebuilding for preventable crises)
  • Match strategies to responsibility level (apology for high attribution)
• Timeliness of response crucial for damage control
  • Speed of initial communication within first hour
  • Frequency of updates maintain stakeholder trust
• Clarity and transparency build credibility
  • Accuracy of information provided fact-checked statements
  • Openness about organization's role acknowledge mistakes
• Stakeholder reactions indicate response effectiveness
  • Media coverage and tone positive or negative framing
  • Public sentiment on social media hashtag trends
  • Changes in organizational reputation metrics brand value
• Long-term outcomes reveal true response impact
  • Organizational reputation changes consumer trust levels
  • Financial consequences stock price, sales figures
  • Stakeholder relationship shifts customer loyalty, employee retention

Impact of organizational history

• Prior reputation effects influence crisis perception
  • Halo effect positive reputations buffer against criticism (Apple)
  • Velcro effect negative reputations amplify crisis impact (BP post-oil spill)
  • Initial stakeholder trust affected by pre-existing brand image
• Crisis history impacts responsibility attribution
  • Repeat crises strengthen blame attribution (automotive recalls)
  • Crisis patterns suggest systemic organizational issues (airline safety incidents)
  • Stakeholder expectations for crisis management shaped by past performance
• Reputation and history interaction shapes crisis narrative
  • Positive reputation mitigates negative history effects (Johnson & Johnson post-Tylenol)
  • Negative reputation amplifies crisis history impact (Wells Fargo account scandal)
• Stakeholder memory and crisis framing affect perception
  • Media reminds public of past crises shaping narrative
  • Stakeholders seek behavioral patterns in organization's history
• Crisis response strategies adapted to organizational history
  • More accommodative strategies needed with negative history (full apologies)
  • Positive reputation leveraged in crisis messaging (reminders of good deeds)
  • Past issues addressed in current communication (lessons learned)