Figure 1
Crisis communication strategies defined
| 1. Attack the accuser | Crisis manager confronts the person or group that claims a crisis exists. This may include a threat to use “force” (e.g. a lawsuit against the accuser. |
| 2. Denial | Crisis manager states that no crisis exists. This may include explaining why there is no crisis. |
| 3. Excuse | Crisis manager tries to minimise the organisation’s responsibility for the crisis. This can include denying any intention to do harm, claiming the organisation had no control of the events that led to the crisis, or both. |
| 4. Justification | Crisis manager tries to minimise the perceived damage associated with the crisis. This can include stating there was no serious damage or injuries or claiming that the victims deserved what they received. |
| 5. Ingratiation | Actions are designed to make stakeholders like the organisation. |
| 6. Corrective action | Crisis managers seek to repair the damage from the crisis, take steps to prevent a repeat of the crisis, or both. |
| 7. Full apology | Crisis manager publicly states that the organisation takes full responsibility for the crisis and asks forgiveness for the crisis. Some compensation (e.g. money or aid) may be included with the apology. |
Comparing response strategy categories
| Categories | MattsonHelin pod (von Krogh/Svensson) | Groenhart/Bardoel | Coombs |
|---|---|---|---|
| 1 | Attack | - | Attacking the accuser |
| 2 | Dismiss | Rejection | Denial |
| 3, 4, 5 | Contestation Nuancing Ameliorating | Refutation | - |
| 6 | Thankful denial | Evasion | Excuse |
| 7 | Ambivalence | - | - |
| 8 | Discussion | - | - |
| 9 | Acceptance | Justification | Justification |
| 4,5 | (Nuancing Ameliorating) | Mitigation | Ingratiation Bolstering |
| 10 | Apology | Confession | Corrective action |
| 11 | Action change | Alteration | Full apology and mortification |