Index

Achenbach, J., 96

Adjusting information, 126

Amos, J., 98

Anthony, K.E., 61, 124

Apologia, 80

Arctic National Wildlife Refuge (ANWR), 40, 147, 148

Argument clarity

consistency, 61–62

corporate accountability, 59

definition, 60

discernment

development, 64–65

interpretation, 66–67

norms, 65–66

effective strategic communication, 59

leadership responsiveness

message convergence, 69–70

organizational leadership, 68

perception, 70–71

practices, 68–69

public commitment, 60–61

structure, 62–63

Argument thoughtlessness

argument ignorance

choice, 92–93

core corporate values, 92

deductive blame, 91

Deepwater Horizon actions, 91

Deetz’s argument, 91

inductive blame, 91

Macondo well seal leakage, 91

stasis theory, 90

leaders missed opportunity

accountability, 100–101

argument escalation, 99

responsive action, 100

responsive change, 101–102

thoughtless communication

argumentation balances, 95–98

how and why of action, 98

morally problematic practices, 93–94

policy and argument, 94–95

Arnett, R.C., 109, 110, 118, 129, 130, 180

Authentic guilt, 7

Authentic leadership theory, 118–119

Avolio, B.J., 118

Backing, 65

Bell, L.M., 180

Benoit, W.L., 79, 179

Berger, P.L., 112–113

Bok, S., 144, 149

Bowen, S.A., 116

Bradshaw, J., 82

Brand, J.D., 62

British Petroleum oil spill crisis

argument ignorance

choice, 92–93

core corporate values, 92

deductive blame, 91

Deepwater Horizon actions, 91

Deetz’s argument, 91

inductive blame, 91

Macondo well seal leakage, 91

stasis theory, 90

conflict ignorance

government, 142–143

interpersonal conflict, 139–141

intra-industry, 141

issue ignorance

corporate practices, 42–43

narrative and mission, 38–39

narrative decline, 41–42

organization’s historical background, 39–41

leaders missed opportunity

accountability, 100–101

argument escalation, 99

cultural assumptions and values, 50

international conflict, 153–154

local conflict, 150–152

misconnection, 50

misdirection of resources, 54–55

national conflict, 152–153

organizational culture, misunderstandings, 51–54

responsive action, 100

responsive change, 101–102

thoughtless communication

argumentation balances, 95–98

assessment, 145–147

attention and response, 48–49

corporate responsibility, 45

high-reliability, 45–48

how and why of action, 98

morally problematic practices, 93–94

normal accident, 46

policy and argument, 94–95

reluctance to simplify, 47

retaliation, 147–149

whistleblowing, 145

Buber, M., 6–7, 131

Bureau of Ocean Energy Management, 181

Bureau of Safety and Environmental Enforcement (BSEE), 177

Burtis, J.O., 17

Centralizers, 97

Chandler, R.C., 164

Chase, W.H., 15

Claims, 65

Coercion, 93

Collective corporation, 74

Communicative gestalt, 115

Concordia Leadership Center, 118

Conflict clarity

context, 108–109

discernment

communicative gestalt, 115

interspaces, 113–114

social construction, 112–114

leadership conflict practices

authenticity, 118–119

emotional intelligence, 117–118

risk and crisis communication practices, 116

transformation, 119–120

sensitivity, 110

unity, 109–110

Conflict thoughtlessness

conflict ignorance

government, 142–143

interpersonal conflict, 139–141

intra-industry, 141

leaders missed opportunity

international conflict, 153–154

local conflict, 150–152

national conflict, 152–153

thoughtless communication

assessment, 145–147

retaliation, 147–149

whistleblowing, 145

Consistency, 61–62

Constructive conflict, 137

Constructive negotiation, 109

Contentious communication, 125

Contingency theory, 166

Coombs, W.T., 5, 16, 45, 84, 125, 160, 161, 162, 164, 166, 169

Cornelissen, J., 110, 171

Corporate advocacy, 59

Corporate apologia, 80, 179

Corporate communication, 5, 125

Corporate responsibility, 38, 45

Crable, R.E., 31

Data, 65

Deductive blame, 91

2010 Deepwater Horizon disaster. See also British Petroleum oil spill crisis

crisis communication, 160

crisis discernment

crisis history, 168

external stakeholders, 171–172

forgotten publics, 172–174

internal stakeholders, 169–170

postcrisis communication practices

renewal, 176–178

reputation repair, 178–180

precrisis

argument, 163–165

conflict, 165–167

Coombs crisis communication, 161

prevention and preparation, 161–163

proactive crisis preparedness, 160–161

responsiveness and attentiveness, 160

Deepwater Horizon Joint Information Center, 98

Deetz, S., 83, 91

Destructive guilt, 7

Digital engagement systems (DES), 125

Discourse of renewal, 179 Douglas, W., 89

Ehling, W.P., 54

Emergency disconnect system (EDS), 47

Emotional intelligence, 117–118

Erickson, S.L., 135

Ethical communication, 176–177

Exploitation, 94

External stakeholders, 171–172

Fairhurst, G.T., 15, 32, 60, 61, 68, 69, 83, 134

Fisher, W., 164

Frandsen, F., 169, 170

Freedom of Information Act, 100

Freeman, R.E., 22, 76, 77 Friedman, M.S., 131

Fritz, J.M.H., 92, 180

Gardner, W.L., 118

Giri, V.N., 130

Goffman, E., 26

Goleman, D., 117

Goodpaster, K.E., 70

Grunig, J.E., 22, 54, 133

Grunig, L.A., 54

Guilt, 6–7

Hearit, K.M., 80

Heath, R.L., 3, 4, 8, 10, 11, 13, 14, 19, 25, 33, 37, 39, 44, 59, 60, 65, 68, 73, 78, 80, 82, 89, 90, 107, 108, 116, 123, 132, 133, 137, 138, 150, 160, 162

Herovic, E., 61, 69

High-Reliability Organizations (HROs)

attentiveness, 45

collective mindfulness, 46

commitment to resilience, 47

deference to expertise, 47

mindful organizing, 48

normal accident, 46

preoccupation with failure, 46–47

reluctance to simplify, 47

sensitivity to operations, 47

Holladay, S.J., 5, 16, 45, 126, 161, 162, 164

House Energy Commerce Committee, 141

Humphrey, R.H., 119

Idealized influence, 119

Image Repair Theory (IRT), 79, 179

Individualized consideration, 120

Inductive blame, 91

Inspirational motivation, 119

Instructing information, 126

Intellectual stimulation, 119

Internalizing information, 126

Internal stakeholders, 169–170

International conflict, 153–154

Interpersonal conflict, 139–141

Issue framing

discernment, 8–13

framing attentiveness, 6–7

judgment, 6

leadership responsibility

corporate responsibility, 14

global marketplace, 17

issues management, 14–16

scanning and monitoring, 16

responsibility, 5

story-informed practices, 4

Issues Management approach, 28

Issue thoughtlessness

attention and response, 48–49

corporate responsibility, 45

high-reliability, 45–48

ignorance

corporate practices, 42–43

narrative and mission, 38–39

narrative decline, 41–42

organization’s historical background, 39–41

leaders missed opportunity

cultural assumptions and values, 50

misconnection, 50

misdirection of resources, 54–55

organizational culture, misunderstandings, 51–54

normal accident, 46

reluctance to simplify, 47

Johansen, W., 169

Johnson, D., 4, 92

Johnson, J., 4

Jones, L., 15

Lane, D.R., 18

Lang, P.A., 34

Lee, J., 68, 82, 132, 133, 160

Littlefield, R.S., 18, 85

Liu, M., 135

Local conflict, 150–152

Longhurst, M., 28

Luckmann, T., 112–113

Luoma-aho, V.L., 6, 15, 25

Luthans, F., 118

Manipulation, 94

May, D.R., 118

McCombs, M.E., 26, 32

McKendree, A., 109, 110, 118, 129, 130, 180

McManus, L.M.B., 109, 110, 118, 129, 130, 180

Message Convergence Framework, 69, 70

Millner, A.G., 124

Mindful organizational environment, 48

Minerals Management Service (MMS), 95–97

Mortification, 79

Narrative fidelity, 164

Narrative rationality, 164

National conflict, 152–153

Nelson, R., 162

Neurotic guilt, 7

Norms, 65–66

Obstfeld, D., 46

Occupational Safety and Health Administration’s (OSHA), 163

Offensiveness reduction, 79

Olbrechts-Tyteca, L., 62, 76, 124

OptiCem modeling software, 97

Osborne-Brown, S., 28

Palenchar, M.J., 33, 78, 144

Paracrisis/issue communication

internet technologies, 161

organizational constraints gauging, 162

preventative maintenance precautions, 163

problematic events, 161–162 refusing, 162–163

refuting and reforming, 162

reputational threat, 162

stakeholder power and legitimacy, 162

thoughtlessness, 162

Perelman and Olbrechts-Tyteca’s model of argument interaction, 62, 63

Perelman, C., 62, 76, 124

Perrow, C., 46

Persuit, J., 66, 67

Prospective communication, 177

Public commitment, 60–61

Putnam, L.L., 32, 60, 61, 109, 134

Qualifiers, 65

Quenette, A.M., 85

Rationalism, 109

Renewal function, 80–81

Repper, F.C., 22

Reputation repair, 178–180

Restoration, 78–80

Retaliation, 147–149

Rude, R.E., 23

Sarr, R.A., 68, 69

Schein’s model of organizational culture

artifacts and symbols, 52

basic assumptions, 53

espoused values, 52–53

Schoemaker, H., 6

Seeger, M.W., 81, 102, 127, 160, 176, 178

Self-reflective organizations, 173

Sellnow, T.L., 4, 17, 18, 20, 34, 38, 41, 45, 50, 59, 61–63, 73, 81, 90, 92, 102, 120, 124, 135, 138, 155, 160, 176, 178, 181

Shaw, D.L., 26, 32

Shin, J.-H., 68, 132, 133

Simmel, G., 109

Situational Crisis Communication Theory (SCCT), 165–166, 179

Snider, M., 17

Social Construction of Reality, 112–114

Stakeholder engagement approach, 171–172

Stakeholder influence and argument

action orientation, 74

clarity

audience, 76

context, 74–75

negotiation, 76–77

collective corporation, 74

discernment

apology, 80

renewal, 80–81

restoration, 78–80

field-dependent arguments, 75

field-invariant arguments, 75

leader responsiveness

media, 84–85

particularity, 83–84

risk communication, 82

strategic communication, 84

two-way communication, 83

public deliberation, 73

transparency, 78

Stakeholder influence and conflict

clarity

content, 126

media, 125

responsibility, 127

defining, 124

discernment

common center, 130–131

corporate communication practices, 128

culture, 130

sources, 129

theory-based systematic way, 128

internal and external stakeholders, 124

leaders responsiveness

communicative action, 134

contingency, 133–134

management, 133

multiplicity of constituencies, 124

Stakeholder influence and issue

communicative transaction of information, 22

internal and external stakeholders, 21

issue discernment

agenda setting, 27–28

issue arenas, 25–27

negotiation, 28–29

strategic approaches, 25

issue responsiveness

framing implementation, 31–32

leadership in action, 33

meaning-centered approach, 30

opportunity, 30–31

monitoring, 23–24

organizational communication, 19

organizational health, 20

stakeholder identity, 20

uncovering issues, 22–23

Strategic communication, 84

Streifel, R.A., 120

Stupak, B., 96

Sutcliffe, K.M., 46

Taylor, C., 129

Toulmin, 65, 75

Toulmin’s conceptualization of argumentation, 65

Trans-Alaska Pipeline System (TAPS), 146

Transcendence, 173

Transformational leaders, 119–120

Transocean, 39

Turman, P.D., 17

Ulmer, R.R., 17, 20, 38, 73, 81, 90, 102, 127, 138, 155, 160, 176, 178

United States Code of Ethics, 145

U.S. Chemical Safety and Hazard Investigation, 41

U.S. Geological Survey (USGS) Conservation Division, 96

Valdez oil spill, 147

Veil, S.R., 41, 45, 50, 120, 135

Venette, S.J., 34

Vessels of Opportunity (VOO), 152

Vibbert, S.L., 31

Vos, M., 6, 15

“Wackenhut scandal,” 148

Walumbwa, F.O., 118

Warrants, 65

Wartick, S.L., 23

Watson, T., 28

Waxman, H., 96

Waymer, D., 123

Weick, K.E., 46

West Central Minnesota Leadership Program, 118

Whistleblowing, 145

Wickline, M.C., 41, 45, 50

Woeste, J.H., 160

Wood, A.W., 93