Managing intractability: Wrestling with wicked problems and seeing beyond consensus in public relations

“Survival and Salvation:” Religious Situational Crisis Communication Strategies

“…While denying or reframing the crisis is a strategy that is not always positively received by followers and appears to have a negative impact long-term, although it is often consistently practiced and predictable when examining the individual or their brand or an act of "brand standing" (Capizzo, 2019;Garrett, 2011). This is consistent with the Benoit (1995) differentiation strategy.…”

Responsibility, sustainability, or environmental justice? Strategic communication and evolving expectations for stewardship and citizenship

“…However, as with the company’s public positions on racial justice (e.g., Ciszek and Logan, 2018), Ben and Jerry’s environmental protection perspective takes the more polarizing positions of promoting equity and climate justice (Murphy, 2016). Thus, while a CSR approach often emphasizes stances that achieve consensus (Taylor, 2013), social desirability, avoidance of controversy (Capizzo, 2022; 2023), and de-escalation of conflict, CSA approaches (e.g., Capizzo, 2020; Dodd and Supa, 2014; Heffron and Dodd, 2021) center stances even where consensus fails (e.g., Capizzo and Sommerfeldt, 2021; Ciszek, 2016; Ciszek and Logan, 2018; Davidson, 2016). CSA approaches create more space to consider advocacy, dissensus, and barriers to community engagement alongside corporate responsibility (Dempsey, 2010).…”

“…Arendt (1963) warns us about the potential consequences of the banality—of ignoring the potential consequences of our actions as part of bureaucratic systems. Raising issues increases conflict, but provides opportunities to discuss and address challenges (e.g., Capizzo, 2023; Davidson, 2016). Organizations must not shy away from the difficult, potentially polarized conversations of ESG communication, but see them as tools to listen to stakeholders and work toward more ethical and equitable outcomes.…”

“…It also helps them to take a more longitudinal focus to risk and issues management, rather than a short-term reputational or crisis-oriented perspective (Coombs and Holladay, 2018; Heath and McComas, 2014). Polemical agonism (Capizzo, 2023; Roberts-Miller, 2002), reflects the prioritization of agonistic engagement among groups—facilitating shared perspectives and reflectiveness—rather than an agonism grounded in competing persuasive narratives. Such facilitated deliberation within organizations, and among organizations and their communities and stakeholders, helps to create paths toward inclusive and equitable decision-making.…”

“…Arendt (1963) warns us about the potential consequences of the banality-of ignoring the potential consequences of our actions as part of bureaucratic systems. Raising issues increases conflict, but provides opportunities to discuss and address challenges (e.g., Capizzo, 2023;Davidson, 2016).…”