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.
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.
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.
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).
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.
Another valid point Argenti makes is that a company should predetermine the exact method of communication during a crisis and adhere to it. This way, employees will know what to expect and will be able to anticipate how to act and engage during a crisis. It allows employees to know which channels of information will be open and which will be closed. For instance, Argenti asserts that a memo might be too formal for such an event, and he encourages the availability of town hall meetings. The method of communication should be in-person, but it can also be creative and engaging. In the wake of a crisis, it can be important to keep things measured so that people do not become overly stressed or fearful.
For example, one company held a crisis communication meeting exactly 24 hours after a crisis, convened under a bridge in a local park. The location felt covert — as though everyone was engaging in black-ops activities. Employees were told to wear black and carry flashlights, and were only allowed entry if they remembered a secret code. This made the whole event feel almost like an adventure while still carrying the weight of its importance. Hot chocolate and hot apple cider were distributed while company leaders provided up-to-date information about the crisis and what employees needed to do. Not only did all employees remember the details about where to meet and what to do, but many almost looked forward to the meeting.
Argenti could have gone into deeper detail about how to best handle communication within the organization — specifically how to reassure employees, how to retain them, and how to discuss talking to the media with them. During a crisis, all employees need to feel as though they are on the same team; there is a real danger that a crisis could become divisive. Communication is a means of preventing that from happening. At the same company where the crisis meeting was held under the bridge, there was a strong and organized approach to communicating with staff. Everyone felt included, and every form of communication served to bring the team into a more cohesive unit.
Weiner, D. (2006, April). Crisis communications. Retrieved from iveybusinessjournal.com:
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