Damage control: the essential lessons of crisis management

Description

No one knows this better than Eric Dezenhall and John Weber, who help companies, politicians, and celebrities get out of various kinds of trouble. In this brutally honest and eye-opening guide, they take you behind the scenes of some of the biggest public relations successes—and debacles—of modern business, politics, and entertainment. You'll discover: • Why the 1982 Tylenol cyanide-poisoning case is always cited as the best model for damage control, when in fact it has no relevance to the typical corporate crisis. • Why Audi never fully recovered from driver accusations of "sudden acceleration"—despite evidence that nothing was wrong with their cars. • What the crises faced by George W. Bush, Jim McGreevey, Sammy Sosa, Lance Armstrong, Martha Stewart, Coca-Cola, and the Catholic Church have in common . . . and what they don't. This new revised edition includes an additional chapter "Our Permanent Leakocracy" including information... 1 The Tylenol Case Isn't the Model for Every Crisis 2 Know the Difference Between a Nuisance, a Problem, a Crisis, and a Marketplace Assault 3 Blame and Resentment 4 Offense Wins, Defense Loses 5 Cloak Every Argument in a Principle 6 Preach to the Choir 7 Damage Control Means More Than Having to Say You're Sorry 8 A Crisis Well Managed Is a Tale of Redemption 9 When You Can't Make Them Like You, Make Them Stop Attacking You 10 Dissuasion 11 Do the Media's Job for Them 12 When the Judge and Jury Need to Know 13 Write Your Own Case History 14 Know When to Fold Them 15 The Best Case Studies Are the Ones You'll Never Hear About 16 In Crisis, Personality Trumps Planning 17 Know Whose Side Your Team Is On 18 The Crisis in Your Future 19 Fighting Back in the Age of YouTube: The Duke Lacrosse Counteroffensive and A Roundup of Recent Crises 20 Our Permanent Leakocracy