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Damage control : why everything you know about crisis management is wrong /

By: Dezenhall, Eric.
Contributor(s): Weber, John, 1955-.
Publisher: New York : Portfolio, 2007Description: xii, 212 p. ; 22 cm.Content type: text Media type: unmediated Carrier type: volumeISBN: 9781591841548; 9781591841548:; 1591841542.Subject(s): Crisis management -- United States -- Case studies | Crisis management -- United States | Public relations -- United States -- Case studies | Public relations -- United StatesDDC classification: 658.4056
Contents:
The Tylenol case isn't the model for every crisis -- Know the difference between a nuisance, a problem, a crisis, and a marketplace assault -- Blame and resentment -- Offense wins, defense loses -- Cloak every argument in a principle -- Preach to the choir -- Damage control means more than having to say you're sorry -- A crisis well managed is a tale of redemption -- When you can't make them like you, make them stop attacking you -- Dissuasion -- Do the media's job for them -- When the judge and jury need to know -- Write your own case history -- Know when to fold them -- The best case studies are the ones you'll never hear about -- In crisis, personality trumps planning -- Know whose side your team is on -- The crisis in your future.
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Holdings
Item type Current library Call number Copy number Status Date due Barcode Item holds
Standard Loan Standard Loan ATU Sligo Yeats Library Withdrawn 658.4056 DEZ (Browse shelf(Opens below)) 1 Available 0066900
Total holds: 0

Includes index.

The Tylenol case isn't the model for every crisis -- Know the difference between a nuisance, a problem, a crisis, and a marketplace assault -- Blame and resentment -- Offense wins, defense loses -- Cloak every argument in a principle -- Preach to the choir -- Damage control means more than having to say you're sorry -- A crisis well managed is a tale of redemption -- When you can't make them like you, make them stop attacking you -- Dissuasion -- Do the media's job for them -- When the judge and jury need to know -- Write your own case history -- Know when to fold them -- The best case studies are the ones you'll never hear about -- In crisis, personality trumps planning -- Know whose side your team is on -- The crisis in your future.

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