Monthly Archives: April 2011

Praise for crisis communication, Japanese style

Posted on April 29, 2011 by managingoutcomes

It is not common for Western PR practitioners to secure insight into Japanese domestic PR, particularly in an area as sensitive as crisis communication. While the Fukushima nuclear disaster has focused western eyes on the terrible long-term impacts of the … Continue reading →

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Greenpeace gets creative . . . but falls down flat

Posted on April 25, 2011 by managingoutcomes

It’s amazing what passes these days for political protest and legitimate issue campaigning. In an extraordinarily futile gesture, Greenpeace campaigners on bicycles turned up outside the South Melbourne office of advertising company Whybin/TBWA* after the agency was awarded the global … Continue reading →

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Igniting a chain of accountability

Posted on April 16, 2011 by managingoutcomes

Amid panic and exaggeration about the ongoing disaster at Japan’s Fukushima nuclear power plant, Dana Wilkie, communications and editorial director at the Public Affairs Council in Washington, offers a calm and thoughtful perspective. Her blog is a timely reminder that … Continue reading →

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Rogue elephant or rogue CEO? When the leader is the problem

Posted on April 14, 2011 by managingoutcomes

The reputation of the CEO has been claimed to contribute up to 70% of the reputation of the organization.  That’s great with a “super-hero” CEO.  But it’s dangerous when the leader insists on doing dumb stuff. A prime example was … Continue reading →

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Japan’s nuclear crisis response is sadly predictable

Posted on April 4, 2011 by managingoutcomes

While it is too soon to draw proper conclusions about the management response to the Japanese nuclear crisis, Jim Lukaszewski has posted a remarkable commentary under the heading “Crisis Management Always Causes a Management Crisis” As a legitimate crisis guru … Continue reading →

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Rolls Royce shows silence in a crisis is no virtue

Posted on April 1, 2011 by managingoutcomes

Ever since the near-disastrous Qantas A380 engine fire off Singapore last November, engine-maker Rolls Royce has been doggedly pursuing a policy of little or no public comment. No doubt they have their reasons – including the advice of nervous lawyers … Continue reading →

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