Situational Crisis Communication Theory Flashcards

SCCT was developed by W. Timothy Coombs in 2007 to guide organizations in effective crisis communication.
The theory emphasizes the selection of response strategies based on how much responsibility for the crisis is perceived by key stakeholders.

The nature of the crisis significantly affects the appropriate response strategy.
The prior reputation of the organization influences how stakeholders perceive and react to the crisis communication.
The organization's crisis history can dictate the expected responses and the level of scrutiny faced during a crisis.

Victim Cluster Crises: No blame is placed on the organization, resulting in no reputational threat (e.g., Lenox Hotel after a bombing).
Accidental Cluster Crises: Occurs due to accidental causes, with low to moderate attribution of blame and moderate reputational threat (e.g., Samsung explosions).
Preventable Cluster Crises: The organization could have reasonably avoided the crisis, leading to high reputational threats, often stemming from human error (e.g., Wells Fargo scandal).

Organizations with positive reputations can expect more favorable responses to their crisis communications because they benefit from accumulated goodwill.
A negative reputation can exacerbate the backlash during a crisis response, resulting in further damage to the organization.

An organization's tendency to experience crises can affect its credibility and the effectiveness of its response strategies.

Denial: Involves attacking the accuser, refuting claims, or scapegoating (e.g., Deflate Gate).
Diminishment: Involves justifying actions or offering excuses for the crisis (e.g., United Airlines incident).
Rebuilding: Focuses on making amends through compensation or formal apologies (e.g., KFC's response to chicken shortages).
Bolstering: Strategies that remind stakeholders of positive attributes or past support, and may include ingratiation or expressing victimization (e.g., Blue Bell Ice Cream debacle).