Crisis Management Communication Strategies and Best Practices
This paper critically evaluates the crisis management framework presented in Chapter 10 of Argenti's Strategic Corporate Communication, examining key principles such as universal organizational vulnerability, predetermined internal communication channels, leadership assignment during crises, and media relations strategy. The author affirms Argenti's core insights while identifying gaps — particularly in the areas of nuanced media engagement and employee retention communication — and supplements the analysis with personal professional experience from Capitol Hill and the private sector. The paper concludes by positioning Argenti's chapter as a valuable but broad overview that benefits from additional real-world context.
- Introduction: The Nature of Organizational Crisis: Framing the high stakes of organizational crises
- Acknowledging Universal Vulnerability to Crisis: All organizations face potential crisis risk
- Internal Communication During a Crisis: Predefined channels and employee engagement strategies
- Leadership Assignment and Organizational Flexibility: Matching expert leadership to each crisis type
- Media Relations Strategy: A Gap in Argenti's Framework: Critiquing Argenti's limited media relations guidance
- Post-Crisis Audits and Prevention: Conducting audits to prevent future crises
- Conclusion: Evaluating Argenti's Framework: Synthesizing strengths and gaps in Argenti's chapter
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What makes this paper effective
- The author balances textbook analysis with personal professional anecdotes — particularly the under-the-bridge crisis meeting and Capitol Hill media experience — making abstract concepts tangible and memorable.
- The paper takes a clear evaluative stance: affirming Argenti's strengths while identifying specific gaps (especially around media relations), which gives the critique credibility and structure.
- Quoted sources from Weiner (2006) and Friedman (2013) are integrated smoothly to reinforce or extend Argenti's arguments, rather than simply padding the text.
Key academic technique demonstrated
This paper demonstrates critical textbook analysis — a skill where the student moves beyond summary to evaluate both the merits and shortcomings of a source. By identifying what Argenti covers well (universal vulnerability, communication protocols, leadership flexibility) and what he omits or underdevelops (nuanced media strategy, employee retention messaging), the author shows the ability to engage with academic material as a conversation rather than a final word.
Structure breakdown
The paper opens with a broad framing of crisis stakes, then moves point-by-point through Argenti's chapter: universal vulnerability, internal communication (with a personal narrative), leadership assignment, and finally a sustained critique of Argenti's media relations advice. The author draws on external practitioner sources and personal Capitol Hill experience to fill the gap. A brief post-crisis audit section precedes the conclusion, which synthesizes the evaluation and positions Argenti's chapter as a strong but incomplete overview.
Introduction: The Nature of Organizational Crisis
Argenti raises many sound points regarding the proper protocol during crisis management. The bulk of Chapter 10 demonstrates a solid understanding of how crises unfold and how every crisis is different. While this is true, there are still strong areas of overlap among crises. "Few circumstances test a company's reputation or competency as severely as a crisis. Whether the impact is immediate or sustained over months and years, a crisis affects stakeholders within and outside of a company" (Weiner, 2006). In such cases, clients cancel orders and subscriptions. Employees start asking questions — or worse, quitting. Competitors start circling like sharks, and government agencies along with other regulators often come knocking, with attorneys at their heels (Weiner, 2006). Given all the aggravated circumstances connected to a crisis and the variety of ways any potential crisis could be handled, Argenti makes a continually strong and pervasive argument about how to manage such circumstances (Weiner, 2006).
Acknowledging Universal Vulnerability to Crisis
One of the most solid and straightforward points Argenti raises is that "the first step in preparing for a crisis is to understand that any organization can be involved in a crisis at any time, regardless of the industry." Argenti does acknowledge that certain industries — such as those in oil, mining, energy, or packaged goods — are more prone to crises than others; however, he asserts that any company is at risk. Once one acknowledges that all companies are at risk and accepts that one's own company is also at risk, one can begin to prepare realistically and strategically to manage a crisis. As Argenti illuminates, a 2011 study on Crisis Preparedness found that 79% of business leaders believed their companies were within 12 months of a potential crisis.
References
Argenti. (2007). Strategic Corporate Communication. New York: Tata McGraw-Hill Education.
Friedman, K. (2013). Dealing with the media during a crisis. Retrieved from bernsteincrisismanagement.com: http://www.bernsteincrisismanagement.com/newsletter/crisismgr010301.html
Weiner, D. (2006, April). Crisis communications. Retrieved from iveybusinessjournal.com:
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