Toward a Holistic Organizational Approach to Understanding Crisis

Taylor, Maureen

doi:10.1002/9781444314885.ch36

Cited by 39 publications

(31 citation statements)

References 12 publications

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“…In a similar vein, Maitlis and Sonenshein (2010) claim that both crisis and change offer powerful occasions for sensemaking. Another implication is that small internal problems can also develop into a crisis that influences external stakeholders (Taylor, 2010).…”

Section: Different Theoretical Approachesmentioning

confidence: 99%

“…There has lately been a growing critique of the one-sided focus on external aspects within mainstream crisis communication research (e.g. Heide and Simonsson, 2014a; Johansen et al, 2012; Mazzei et al, 2012; Taylor, 2010). The emphasis on external communication is quite remarkable since internal communication processes are of fundamental importance for organizations – organizational members produce and reproduce an organization through communication and interaction (Putnam et al, 2009; Weick, 2009).…”

Section: Introductionmentioning

confidence: 99%

“…Crises do not occur as isolated events, but how and why they occur, and also how they are managed, are closely related to internal communication processes (cf. Bechler, 2004; Taylor, 2010). Currently, there is increasing interest among scholars in internal crisis communication, but there is still a great need for more research.…”

Section: Introductionmentioning

confidence: 99%

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Struggling with internal crisis communication: A balancing act between paradoxical tensions

Heide

Simonsson

2015

Public Relations Inquiry

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The aim of this article is to elucidate the complexity of internal crisis communication by identifying and discussing different paradoxical tensions embedded within a large, complex, multi-professional organization. This article is based on a qualitative case study of a university hospital. Internal dimensions of crisis management have long been neglected within the field of crisis communication research. In the first part of the article, two theoretical approaches are presented – the functionalist and social constructionist which are based on different ontological and epistemological assumptions. We take a social constructionist perspective on crisis communication, which focuses on aspects such as complexity, sensemaking, and symmetrical relations. In the first part, we also give a brief overview of the small, but growing research into internal crisis communication. In the second part of the article, five different paradoxical tensions are identified and discussed: (1) episodic–emergent, (2) centralized–decentralized, (3) professional–organizational, (4) planning–improvisation, and (5) external–internal. While the complexity of internal crisis communication demands a both-and perspective, we have found a tendency to a simplistic either-or thinking. In the concluding discussions, several explanations of the one-sided polarization within the tensions are offered. Furthermore, we discuss various ways of responding to paradoxical tensions. Metacommunication is presented as important in order to increase organization members’ understanding and thereby facilitate a more reflexive and broader approach to crisis management.

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Section: Different Theoretical Approachesmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Struggling with internal crisis communication: A balancing act between paradoxical tensions

Heide

Simonsson

2015

Public Relations Inquiry

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“…Some examples of research on internal communication are Gilpin and Murphy (2008), Mazzei (2010), Taylor (2010), Johansen (2011), Johansen et al (2012), Mazzei et al (2012). This is a promising and interesting area where there is space for much more research.…”

Section: Internal Crisis Communicationmentioning

confidence: 94%

“…And from a postmodern perspective co-workers produce and reproduce the organization through interaction and communication, and their sensemaking and understanding is therefore fundamental for these never-ending construction processes. A great problem is that organizations tend not to handle and make sense of information during a crisis, and it can be characterized as a paradoxical cycle (Taylor 2010). Initially, when someone in the organization detects signals of what could lead to a crisis, managers and other co-workers do their best to find more information from different sources and media.…”

Section: Internal Communication In the Pre-crisis Phasementioning

confidence: 99%

Internal Crisis Communication – The Future of Crisis Management

Heide

2013

Handbuch Krisenmanagement

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The aim of the chapter is to discuss internal crisis communication and why it is important to pay more attention to co-workers and internal aspects of crisis management. Both crisis management research and practice have a lot to win by taking the internal perspective seriously. The chapter starts with a discussion about the need of more meta-theoretical reflections in order to develop the field of crisis management. Two contrasting traditions are presented and discussed -the modern and the postmodern tradition. Within the modern tradition rationality and control is emphasized. Crisis situations are here managed as fire emergency responses and thus managed in a reactive way. The postmodern tradition is based in social constructionism, meaning that people's perception and sensemaking of a situation is put in the center. According to this tradition there exists no objective reality, only enacted realities. Postmodern scholars are skeptical to standard solutions in crisis management, and organizational crisis are seen as normal phases in a natural on-going evolution. From a postmodern perspective co-workers are the most important resource in crisis management. They have many sensitive tentacles and therefore excellent qualifications to early detect weak signals of changes that might lead to a crisis. Further, during a crisis it is important to also focus the co-workers and not solely communicate with external groups. Co-workers need early to receive information about the crisis, but first and foremost occasions to discuss and get help to make sense of the situation. After a crisis internal communication is fundamental for the reflection and development of new understandings, routines, knowledge and actions. Internal crisis

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From Managing Emotion to Trauma‐Informed Management

Madden¹,

Eng²

2022

The Handbook of Crisis Communication

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Toward a Holistic Organizational Approach to Understanding Crisis

Cited by 39 publications

References 12 publications

Struggling with internal crisis communication: A balancing act between paradoxical tensions

Struggling with internal crisis communication: A balancing act between paradoxical tensions

Internal Crisis Communication – The Future of Crisis Management

From Managing Emotion to Trauma‐Informed Management

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