#19135
The Bhopal Gas Tragedy: An Analysis 
Around 1 a.m. on Monday, the 3rd of December, 1984, in a densely populated region in the city of Bhopal, Central India, a poisonous vapor burst from the tall stacks of the Union Carbide pesticide plant. This vapor was a highly toxic cloud of methyl isocyanate. Of the 800,000 people living in Bhopal at the time, 2,000 died immediately, and as many as 300,000 were injured. In addition, about 7,000 animals were injured, of which about one thousand were killed. After the incident, over the next few years, numerous studies were conducted, many theories were explored, and the involved parties accused each other. In this paper, I will try to explore the various causes offered for the tragedy. In the course of my research for this case study, I came across many articles that put blame on various people and groups involved in the tragedy. I found one document particularly interesting from a rhetorical standpoint. This document, titled Union Carbide: Disaster at Bhopal , was authored by the retired Vice President of Health, Safety and Environmental Programs in Union Carbide Corporation. So for this paper, I would also like to rhetorically analyze this document and also, try to explore the various image restoration strategies that Union Carbide Corporation used through the course of the crisis.
Ungarala, Pratima. Michigan Tech University (1998). Articles>TC>Risk Communication>Crisis Communication
#31248
Crafting a Crisis Communication Plan
In the wake of the tragic Virginia Tech shootings, it is time to ask a few serious and potentially life-saving questions about crisis communication and the plans that either exist, or don't exist, where we work.
Braud, Gerard. Communication World Bulletin (2007). Articles>Business Communication>Risk Communication>Crisis Communication
#31476
Crisis Management—Don’t Forget the People
In the past, business continuity and crisis management focused on tangible assets, especially post-crisis recovery of systems and data and reestablishment of facilities and services. This all changed in the aftermath of 9/11, when it became obvious that the human factor was as critical as the technology and the buildings. Watching the suffering of the people affected by the Madrid bombings has reinforced the need to ensure your contingency plans address the people involved.
Perl, David. Communication World Bulletin (2004). Articles>Business Communication>Risk Communication>Crisis Communication
#31342
Effective Risk Communication Starts with Solid Research
The terms risk communication, crisis communication and risk management are often used interchangeably. Crisis communication we understand to mean communicating once the crisis has hit. Risk management entails ensuring as far as possible that risks do not become a reality. Risk communication is part of risk management—informing responsibly on the extent of risk.
Macleod, Sandra. Communication World Bulletin (2006). Articles>Risk Communication>Research>Crisis Communication
#31247
Lessons in Crisis Preparedness for Communication Pros
In the aftermath of the Virginia Tech tragedy, university leaders—indeed all organizational leaders—are evaluating their crisis preparedness. Those leaders who actively seek to employ a comprehensive, all-hazard preparedness plan—not just one that deals with a troubled-turned-violent-person—will emerge best equipped to safeguard their students, employees and others.
Doyle, Jerry. Communication World Bulletin (2007). Articles>Communication>Risk Communication>Crisis Communication
#31478
Making a Crisis Worse: The Biggest Mistakes in Crisis Communication
All businesses are vulnerable to crises. You can't serve any population without being subjected to situations involving lawsuits, accusations of impropriety, sudden changes in company ownership or management and other volatile situations on which your audiences—and the media that serves them—often focus. The cheapest way to turn experience into future profits is to learn from others' mistakes. With that in mind, the following examples of inappropriate crisis communication policies, culled from real-life situations, will provide a tongue-in-cheek guide about what not to do when your organization faces a crisis.
Bernstein, Jonathan. Communication World Bulletin (2004). Articles>Risk Communication>Crisis Communication
#31344
Organizing for Effective Communication During a Crisis
Little of existing risk communication advice addresses the management of the communication function during a crisis as opposed to before a crisis. Drawing from my own career experiences, I think it important to address the former.
Freimuth, Vicki S. Communication World Bulletin (2006). Articles>Business Communication>Risk Communication>Crisis Communication
#24417
Preparing for a Crisis: Tips on Writing a Crisis Communication Plan 
A crisis communication plan details how a company will operate in a crisis. It should include sections on potential crises and strategies for managing a crisis using a crisis management team. The plan should include details on the team's functions, training for the team members and the company spokesperson, and use of a crisis management center and a media center. The plan should address implementation of practice drills and an evaluation of each drill and actual crisis.
Molony, S.T. STC Proceedings (1994). Articles>Risk Communication>Rhetoric>Crisis Communication
#31343
Risk Communication: A Critical Component in Every Crisis
Having been deployed as a crisis communicator to Baton Rouge, Louisiana, immediately after the New Orleans levees failed last year, I am frequently asked to talk about the experience and my opinion of why so much went wrong so quickly in the aftermath. My quick response is "Too little too late."
Alvey, Robert J. Communication World Bulletin (2006). Articles>Risk Communication>Crisis Communication
#31312
Taking the Lead in Crisis Planning
If your crisis communication mantra is "What, Me Worry?" you are not alone. In fact, a third of IABC members who took the IABC Research Foundation crisis communication survey last December said they had no formal crisis communication plan in place prior to last year's many natural disasters and organizational crises.
Guthridge, Liz. Communication World Bulletin (2006). Articles>Business Communication>Risk Communication>Crisis Communication
#24585
Toward a Synthesis Model for Crisis Communication in the Public Sector: An Initial Investigation 
This article explores approaches to crisis communication and the application of those approaches by organizations responding to a disaster. The authors conducted a survey of 107 state government agencies to learn about government efforts in situations requiringcrisis communication. Generally, the survey results suggest that although state agenciesenjoy a positive relationship with the media, they have little proactive communicationwith the media, and less than half have a written crisis communication plan. Significantassociations were found between the variables under study, including size of the organization,roles in crisis situations, media relationships, and preparation of a crisis communicationplan. Case studies and additional evaluations of communication resources areneeded to help determine the ability of the public sector to respond effectively to crises.This article considers the needs of state agencies and proposes a conceptual approach thatsynthesizes a crisis communication process designed for the public sector.
Horsley, J. Suzanne and Randolph T. Barker. STC Proceedings (2002). Articles>Risk Communication>Government>Crisis Communication
