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Crisis management for corporate self-defense: how to protect by Steve Albrecht

By Steve Albrecht

Catastrophe is available in all sizes and styles. for corporations it may be whatever from a tainted product, to the unforeseen loss of life of a CEO, to vengeful staff. This booklet explains how you can deal with a trouble, instead of be its sufferer. Telling tales of real-life organizational traumas, it demonstrates how one can deal with any form of difficulty with minimum harm and the way to prevent difficulties within the first position. Readers may still learn how to: identify a obstacle reaction group and motion plan speedy; use public family thoughts to paintings with the media; hinder small difficulties from mushrooming into horrors; deal with court cases briskly; improve security and safety within the office; and institute strong administration practices to maintain avoidable crises from ever happening. The booklet contains suggestion and assistance from specialists in public relatives, litigation and protection.

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Extra info for Crisis management for corporate self-defense: how to protect your organization in a crisis-- how to stop a crisis before it starts

Sample text

To them goes the credit. " And certainly an ironic thanks must go to the hotel maid in Brea, California, who, not realizing the vastness of her error, threw away the box holding one year's worth of my notes, clippings, and interviews for this book. The ensuing four hours I spent waist-deep in the hotel's 12-foot trash dumpster digging through hundreds of bags of garbage for the 60-plus files that held every page of my research taught me much about the need for clear and rational thinking during a painful event.

Society, the company, their co-workers, the boss-it's these institutions or people who are really to blame. Contrast this with the idea of the great American work ethic, which today seems almost archaic to some employees. For some people, the old approach-pull yourself up by your bootstraps and you can make a better life at home and at work-is fast being replaced by the new work ethic that says, "I'm underpaid, underappreciated, and underrespected. This company doesn't demonstrate any loyalty to me so I don't feel any loyalty back.

Product producers reasoned (correctly, it appears) that if consumers didn't see lots of tape, fasteners, plastic guards, metal foil, caps, or other tamper-proofing devices, they might somehow assume that the product was not as safe as a competitor's. A serious problem evolved into an opportunity to make changes for the better. One significant crisis at a very visible company led to important changes in its operating procedures. And while Johnson & Johnson and the other victims of the Tylenol event would just as soon have avoided their involvement in the whole ugly business, it did allow for a sea change in the way they serviced their customers.

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