Short answer
When designing responses to crises rooted in organizational values, anticipate that stakeholders may react differently than in typical operational crises, and consider communication approaches that address the ethical or moral dimensions directly, even if it means not apologizing.
- Field
- Innovation & Design
- Source
- ScholarsArchive (Brigham Young University) (2016)
- Method
- Comparative analysis of crisis communication theory and organizational response
- Evidence
- Moderate effect
When a crisis stems from a conflict with an organization's core values or moral principles, traditional crisis communication frameworks may be insufficient, requiring a nuanced approach that acknowledges the unique stakeholder response. This innovation & design research insight is drawn from a 2016 study published in ScholarsArchive (Brigham Young University). Using Comparative analysis of crisis communication theory and organizational response, researchers explored how this design variable affects real-world outcomes. The key design takeaway: When designing responses to crises rooted in organizational values, anticipate that stakeholders may react differently than in typical operational crises, and consider communication approaches that address the ethical or moral dimensions directly, even if it means not apologizing.
Organizational Values as a Crisis Driver: Navigating Stakeholder Dissonance
When a crisis stems from a conflict with an organization's core values or moral principles, traditional crisis communication frameworks may be insufficient, requiring a nuanced approach that acknowledges the unique stakeholder response.
ScholarsArchive (Brigham Young University) · 2016
Key Findings
- 01Situational Crisis Communication Theory (SCCT) may not adequately address crises where an organization's fundamental values are challenged.
- 02Organizations facing value-based crises may not apologize or acknowledge the crisis, instead reinforcing existing policies.
- 03Despite not adhering strictly to SCCT, specific communication strategies (e.g., crisis basics, justification, protection) can still influence stakeholder sentiment and crisis framing.
Application
Design takeaway
When designing responses to crises rooted in organizational values, anticipate that stakeholders may react differently than in typical operational crises, and consider communication approaches that address the ethical or moral dimensions directly, even if it means not apologizing.
How to apply
When developing crisis communication plans, include scenarios where the crisis is rooted in the organization's ethical stance or core values, and consider how to communicate these values effectively to stakeholders.
Project actions
- 01When analyzing a crisis, consider if it's about an action or a belief.
- 02Look at how the organization's stated values align with its response.
- 03Research different communication theories to see which ones fit best.
Method & Evidence
Variables
Strengths & Limitations
Strengths
- +Applies a recognized theory (SCCT) to a novel crisis context.
- +Provides a detailed analysis of a specific, impactful event.
Limitations
The specific context of the case study might not apply to all organizations. The interpretation of 'values' can be subjective.
Reliability & validity
The validity of the findings relies on the accurate interpretation of stakeholder sentiment and the application of SCCT. Reliability could be enhanced through triangulation of data sources and methods for assessing sentiment.
Think critically
To what extent should an organization compromise its core values to mitigate a crisis, and how can communication strategies effectively balance these competing demands?
Design Principles
"Acknowledge and address the ethical and value-based dimensions of a crisis in communication strategies."
Understanding how deeply held organizational values can trigger crises is crucial for proactive risk management. This insight highlights the limitations of standard communication models when faced with ethical or moral dilemmas, prompting designers and strategists to consider the emotional and ideological dimensions of stakeholder perception.
What This Means for Your Design
Sometimes, when a company's core beliefs are criticized, standard ways of handling problems don't work. This research shows that companies might not apologize but can still influence how people feel about them by explaining their position carefully.
How to use in your project
- 1.Use this research to justify why a standard crisis communication model might not be suitable for your specific design problem.
- 2.Refer to this study when discussing the importance of organizational values in stakeholder perception.
Add to My Project
Quick Cite
Paragraph starter
This research highlights that Situational Crisis Communication Theory (SCCT) may not fully encompass crises stemming from an organization's core values. The case of The Church of Jesus Christ of Latter-day Saints' 2015 handbook policy change demonstrated that organizations might not apologize in such situations but can still influence stakeholder sentiment through strategic communication that reinforces their principles.
Source
ScholarsArchive (Brigham Young University)
Standing Ground: Situational Crisis Communication Theory and The Church of Jesus Christ of Latter-day Saints Handbook Policy Change
journal · 2016
View sourceQuestions About This Research
- What does the research say about organizational values as a crisis driver: navigating stakeholder dissonance?
- When designing responses to crises rooted in organizational values, anticipate that stakeholders may react differently than in typical operational crises, and consider communication approaches that address the ethical or moral dimensions directly, even if it means not apologizing. Evidence: ScholarsArchive (Brigham Young University) (2016).
- Why does "Organizational Values as a Crisis Driver: Navigating Stakeholder Dissonance" matter for design?
- Understanding how deeply held organizational values can trigger crises is crucial for proactive risk management. This insight highlights the limitations of standard communication models when faced with ethical or moral dilemmas, prompting designers and strategists to consider the emotional and ideological dimensions of stakeholder perception.
- How can designers apply this research?
- When designing responses to crises rooted in organizational values, anticipate that stakeholders may react differently than in typical operational crises, and consider communication approaches that address the ethical or moral dimensions directly, even if it means not apologizing.
- What were the main findings?
- Situational Crisis Communication Theory (SCCT) may not adequately address crises where an organization's fundamental values are challenged.. Organizations facing value-based crises may not apologize or acknowledge the crisis, instead reinforcing existing policies.. Despite not adhering strictly to SCCT, specific communication strategies (e.g., crisis basics, justification, protection) can still influence stakeholder sentiment and crisis framing.
- What research method was used?
- Comparative analysis of crisis communication theory and organizational response.
- How strong is the evidence?
- Evidence strength is rated Moderate effect, based on a 2016 journal from ScholarsArchive (Brigham Young University).
- What should I do differently in my next project?
- When developing crisis communication plans, include scenarios where the crisis is rooted in the organization's ethical stance or core values, and consider how to communicate these values effectively to stakeholders.
- What are the limitations?
- The study focuses on a single case, which may limit the generalizability of findings to other organizations or crisis types. The effectiveness of strategies may also be influenced by specific cultural or religious contexts.