The sound you can hear across the big end of town is the shredding of reputations in the wake of corporate crises, often triggered by moral blindness.
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When a reputational crisis strikes it’s very human to look for a quick fix. But the problems now facing Qantas are a vivid lesson for companies everywhere.
Free Chapter:
Unintended Consequences of Well-Intentioned Policies
by Roger D. Blackwell and Roger A. Bailey
For any person, life is full of decisions. Often, these decisions are made to solve a problem or to seek out increased happiness and prosperity. The policy decisions of a nation are typically well-motivated to achieve the…
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Charlie Maclean-Bristol discusses questions organizations should consider when responding to a cyber-attack, including how the attacker got into the system and their potential motives.
In this chapter about The Power of the Observation you will discover:
• An overview of the concept of an “observation.”
• The primary elements included in the observation as well as its format.
• Fundamental considerations when performing and documenting the observation including the power of one’s influence on the actions being observed, the…
Few problems are crises. But all crises are serious management problems.
Australia’s decision to ban all non-prescription vapes highlights how lobbyists and activists sometimes misuse data in an attempt to influence major public issues.
Charlie Maclean-Bristol discusses the different emergency response and business continuity issues to consider after an incident and how both teams can communicate efficiently.
Should legal advice take precedence in a crisis?
by Tony Jaques, Director of Issue Outcomes Pty Ltd, for people who work in issue and crisis management
Lawyers are involved in just about every serious organizational crisis. Yet how much specific training do they receive about their role in a crisis as part of…