Crisis, Issues and Reputation Management

Foreword Preface Acknowledgements 01 Reputation: what it is and why it matters Defining reputation Valuing reputation From reputation management to reputation strategy 02 The challenging climate in which reputations are managed Declining trust Low-risk tolerance International regulation Local and global expectations The information 'anarchy' of traditional and social media Empowerment and activism Chapter summary 03 What are the risks to reputation? 04 Externally driven issues Societal and political attention on a broad problem Societal and political outrage at specific organizational behaviour/performance Societal and political outrage at a 'new' risk imposed by an organization/sector Challenges in managing externally driven issues Chapter summary 05 Internally driven issues The 'proactive negative' internal issue The 'proactive positive' internal issue The 'reactive positive' internal issue The 'reactive negative' internal issue Crisis over-management? Chapter summary 06 Externally driven incidents An attack on you, or those in your care An attack on a wider group affecting you A political or social development endangering you, or those in your care A natural event Chapter summary 07 Internally driven incidents Ten safety incidents that shaped crisis management today Communications and the internal incident Chapter summary 08 Interrelated risks The international fallout of the Fukushima disaster 09 Managing reputation risk through the lifecycle 10 Predicting reputation risk The external reputation risk radar and horizon scanning The internal reputation risk radar Analysing predicting risk Scenario planning Reputation risk assessment Lessons from the past Chapter summary 11 Preventing reputation risk Reputation risk architecture - 'hard' intervention Behavioural change through 'soft' interventions Corporate citizenship Chapter summary 12 Preparing for acute reputation risk Who

Andrew Griffin is a corporate reputation specialist and Managing Director of international reputation strategy and crisis management consulting firm, Regester Larkin. He advises leading global companies and brands, helping them factor reputation into their decision making, resolve controversial issues and respond to crises. He is also an adviser to senior executives on sudden incidents, longer-term reputation risks and corporate positioning on controversial issues.

Andrew is a regular commentator, speaker and author, and his previous book New Strategies for Reputation Management (Kogan Page) was published in 2008.

To learn more about Regester Larkin, visit http://www.regesterlarkin.com.