However, the severity of the environmental damage placed the crisis in Coombs’ "preventable" category, where public attribution of responsibility was high. SCCT suggests that in preventable crises, defensive strategies like denial are ineffective and only serve to increase public anger. Exxon’s refusal to take immediate, sincere responsibility, coupled with a delayed response from leadership, violated the cardinal rule of crisis communication: "Tell it all, tell it fast." The result was a catastrophic hit to their reputation and a lingering public distrust that persisted for decades.
Tylenol regained 95% of market share within a year. SCCT worked because the low responsibility reality was matched with high transparency and victim-centered action .
In stark contrast, Johnson & Johnson’s handling of the 1982 Tylenol tampering crisis remains the gold standard of crisis management. When cyanide-laced capsules led to multiple deaths, the company faced a crisis categorized by SCCT as a "victim" crisis—external tampering was not the company’s fault. However, Johnson & Johnson did not hide behind their victim status. However, the severity of the environmental damage placed
Navigating the Storm: The Imperative of Theory in Crisis Communication Management
Developed by W. Timothy Coombs, SCCT suggests that the "crisis type" determines the level of reputational threat. Managers must match their response to the degree of organizational responsibility: Tylenol regained 95% of market share within a year
The organization is a victim (e.g., natural disasters, product tampering). Recommended Response: Provide information and express sympathy.
In addition to cases, Coombs suggests that readers also need theories and principles to apply to the cases; therefore, “Chapter 2 ... Academy of Management Journal Show all Case Study Theoretical Application Strategy Outcome Johnson & Johnson (1982) Image Restoration: Prioritizing public safety over profits. Benchmark success: Transparent, quick action with a full product recall. Starbucks (2018) SCCT & Social Responsibility: Taking full accountability for racial bias. Restored trust through visible change, closing 8,000 stores for training. United Airlines (2017) Initial Defensive Response: Failing to acknowledge harm. PR disaster: Defensive tone led to massive backlash before a later apology. BP Oil Spill (2010) Poor Attribution Management: Leadership downplayed the severity. Long-term damage: Perceived as insensitive and lacking accountability. Southwest Airlines (2022) Operational Crisis Management: Failure in real-time updates. Heightened frustration due to limited transparency during a scheduling meltdown. Helpful Resources for Deep Learning For those studying this field, several textbooks integrate these theories with practice-oriented exercises: Applied Crisis Communication and Crisis Management by W. Timothy Coombs: Analyzes cases from pre-crisis to post-crisis stages. Crisis Communication Management: Applying Theory to Real Cases by Keith M. Hearit: Explores legal and ethical implications and societal perceptions of guilt. Crisis Communications: A Casebook Approach by Kathleen Fearn-Banks: Includes contemporary cases like the COVID-19 pandemic and social media mismanagement. Cognella Title Catalog +3 Show more Best Practices for Crisis Managers Respond quickly: Aim for an initial response within the first hour to stabilize the situation. Prioritize stakeholders: Focus on public safety and express genuine sympathy for victims immediately. Maintain consistency: Ensure all spokespeople are informed to avoid contradictory messages across channels. Internal first: Brief employees so they do not learn critical news from social media. TrizCom Public Relations +3 Would you like to explore a When cyanide-laced capsules led to multiple deaths, the
Crisis communication is a high-stakes tightrope walk where theory serves as the balancing pole. As demonstrated by Exxon, United, and Johnson & Johnson, the effectiveness of a crisis response is rarely a matter of luck; it is a result of strategic alignment. Image Repair Theory and SCCT provide the vocabulary to diagnose the crisis, while the practitioner must possess the wisdom to apply the cure. The evolution of media has not rendered these theories obsolete; rather, it has made them more vital. In a world where a reputation can be dismantled in a tweet, the ability to swiftly diagnose the crisis type and apply the appropriate theoretical response is the defining skill of modern management. Ultimately, the goal of crisis communication is not merely survival, but the preservation of the most valuable asset an organization possesses: trust.
The video of the incident sparked outrage on social media, with many people calling for a boycott of United Airlines. The hashtag #FlyWithFeelings and #UnitedAirlines trended on Twitter, with people sharing their own experiences of bad customer service with the airline. The crisis snowballed, and United Airlines' reputation took a hit.
To avoid similar crises, organizations can follow best practices in crisis communication management:
Unlike defensive models, the Discourse of Renewal (Ulmer, Sellnow & Seeger) argues that crises can be opportunities for organizational rebirth. It emphasizes stakeholder concern, ethical communication, and a vision for the future, not just damage control.