Titlebook: Managing Organizational Crisis and Brand Trauma; Dennis W. Tafoya Book 2018 The Editor(s) (if applicable) and The Author(s) 2018 crisis ma

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Trauma Never Goes Away: It Always Has to Be Managed, because we believe they meet our needs, and when a crisis impacts someone in the network, all feel some effects to some extent. The types and levels of trauma are not always obvious. But wherever it occurs, trauma must be managed; it cannot be ignored. Hoping doesn’t make it go away.

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ative lawsuits.Explores ways trauma jeopardizes the relationThis book offers a framework for dealing with a new phenomenon affecting organizations and their stakeholders: brand trauma. ?Brand trauma puts an organization‘s credibility at risk as stakeholders, shaken by the effects of a crisis or a cr

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Organizational Health: The Capacity to Manage Events (and Their Downsides) Requires an Organizationeading to an organization’s crisis stop with the human factor. But while people are almost always involved, they may not be the reasons why an organization finds itself in trouble or distress. In fact, often trauma or risk can be tracked back to factors associated with the nature of the organizations involved.

Yourself

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An Introduction to Organizational and Brand Traumas,ition potentially affecting its ability to meet stakeholder needs, to handle adversity or to adapt to changing situations. But for the organization’s stakeholders, it is more than a representation or portrayal of the organization’s fitness or well-being. Stakeholders use an organization’s health as

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Organizational Health: The Capacity to Manage Events (and Their Downsides) Requires an Organizatione in this and subsequent chapters, the development of strategies to build or maintain an organization can be compromised in the face of threatening emerging events. The mishandling of routine or day-to-day operations often triggers the emergence of extreme events..Sometimes searches for conditions l

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Trauma in Organizations: Triggering Organizational Trauma and the Trauma Model,ng the crisis. Think of the first time you were in a car accident. In short, even with moderate, non-extreme trauma, the mere fact that you remember the triggering event illustrates the “trauma tag” you’re left with to this day..Next consider the trauma you experienced that related to some organizat

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Brand Trauma,igest the organization, to see it in terms of our personal wants and needs. This chapter’s focus is the special relationship between an organization’s brand, its image and people. Naturally, organizations view their brand as their most important feature. They may define their brand in terms of trans

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,When Trauma Isn’t a Given (When an Event That Should Produce Trauma, Doesn’t),dents and, if so, to what extent? In fact, it’s often difficult to say to what extent the brand trauma contributes to an organization’s possible demise, and we often wonder why the guilty seem to go unpunished. Indeed, a major theme explored in this chapter is designed to answer a question that trou

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