Author: Andrew Griffin
In this book the author analyzes the links between issues, incidents and reputation. In addition, crisis management also comes to the surface. A crisis can arise from the issues or incidents, and can threaten the reputation. This book is therefore relevant in the current time frame in which organizations function. This is because these are increasingly occurring issues since the rise of social media.
The book is divided into two large parts.
A first part exposes the links between issues and incidents. This both in an external and internal context. The author further divides the issues in negative and positive, each with a possible reactive or proactive approach. This part ends with an overview of inter-related risks, or how internal and external issues and incidents can overlap during a crisis. All this is upholstered with a large number of examples.
So far the theoretical part.
The second part starts with an overview of the course of the reputation cycle before, during and after a crisis. The big steps are:
- Prediction, including the scanning of the horizon, the interests of the stakeholders, reputation assessments.
- Prevent, with, among other things, a reputation-risk architecture, training, awareness
- Being prepared for the crisis
- Solution, with issues management and change management
- Respond with strategic crisis management and crisis communication and
- Recovery with a lessons-based and performance improvement, the re-acquisition of trust and the changes in organization and strategy.
Each of these six steps is subsequently explored in a chapter. But actually every chapter is worth a book.
One of the biggest take-away messages of the book is that in a crisis for the organization there is always the opportunity to change and adapt.