The Effects Of Deny, Diminish, and Rebuild

Crisis Communication Strategies on Public

Attitudes, Perceptions and Behaviors

IPRRC 2018
JENSEN MOORE, PH.D., UNIVERSITY OF OKLAHOMA
J.D. BAKER, UNIVERSITY OF OKLAHOMA
MADISON HUFFLING, UNIVERSITY OF OKLAHOMA
CALVIN WASHINGTON, UNIVERSITY OF OKLAHOMA

Our Study
Literature
Situational Crisis Communication Theory “provides an evidence-based framework for understanding how to
maximize the reputational protection afforded by post-crisis communication” (Coombs, 2007, p. 163). This theory
details offensive and defensive communicative strategies organizations can employ in times of crisis. SCCT
suggests various types of communication in crisis situations affect stakeholders differently, dependent upon
reputation, crisis history and attribution of responsibility. This theory can be used not only by for-profit
corporations facing crises like product malfunctions or executive scandals, but also for nonprofits and
government organizations. 

SCCT and the strategies that stem from it seek to protect organizational reputations. In an ethical approach,
SCCT’s primary function is “to protect stakeholders from harm, not to protect the reputation” (Coombs, 2007, p.
165).  Depending on the potential amount of reputational damage the crisis could cause, the organization must
choose a specific strategy (Coombs, 2006). When an organization properly identifies the amount of reputational
damage the crisis is causing and further damage it could cause, it can match a proper response strategy.
Coombs designates strategies into three options: (1) denial strategies when no crisis exists, (2) diminish strategies,
which “alter the attributions about the crisis event to make it appear less negative to stakeholders,”or (3) rebuild
strategies to “alter how stakeholders perceive the organization–work to protect/repair the reputation” (Coombs,
2006, p. 247). 
Question Understanding the use of different types of crisis responses is essential for crisis managers. It
has been found that publics’ usage of social media increases in time of crises, as well as, the
normalization of public involvement in crisis management (Roshan, Warren & Carr, 2016).
Publics believe social media have higher credibility than traditional media, citing timeliness
and interaction (Liu, Austin & Jin, 2011).
A public relations professional desires to diminish a reputational threat with its crisis response
by accommodating to the desires of the stakeholders. In this study, the following research
questions were proposed to provide data on the effectiveness of denial, diminish and rebuild
strategies:
RQ1: How do deny, diminish, and rebuild strategies affect participants’ attitudes toward the
organization?
RQ2: How do deny, diminish, and rebuild strategies affect participants' perceptions of crisis
recovery?
RQ3: How do deny, diminish, and rebuild strategies affect participants’ future behaviors?
Method
A within-subjects experiment was used to evaluate Figure 1.
differences in attitudes, perceptions and behaviors among
the different crisis response types based from social media
messages. A 25 (crisis response type) x Message Order
experimental design was used. Qualtrics was programmed
for random message presentation orders thereby
controlling carryover effects of previous messages, multiple
treatment interference, primacy and recency Stevens
(2002).

There was a significant effect of crisis type on attitudes, F(24,

5352)=12.80, p<.0001, effect size = .05, power=1.0. See Figure 1
for means. Results indicated in terms of attitude toward the
crisis responses, participants were most favorable toward
rebuild strategies (i.e., investigation, corrective action,
repentance, condolence, apology and pre-emptive action)
and one diminish strategy (i.e., concession). Participants
were least favorable toward strategic inaction, ingratiation,
and the offensive responses of threat, embarrassment, and
attack (deny strategies).
Method, cont'd
There was a significant effect of crisis type on perceptions, F(24, 5352)=12.52, p<.0001, effect size = .05, power=1.0.
See Figure 2 for means. Participant perceptions regarding organizational recovery were more favorable when
rebuild strategies (i.e., investigation, corrective action, repentance, condolence and apology) were used.
Participants were least favorable toward strategic inaction, preemptive action, the diversionary responses of
disassociation, ingratiation, and restitution, and the offensive responses of threat, embarrassment, and attack
(diminish and deny strategies).

There was a significant effect of crisis type on behaviors F(24, 5352)=11.08, p<.0001, effect size = .05, power=1.0. See
Figure 3 for means. In regard to future behaviors, participants preferred rebuild strategies (i.e., investigation,
repentance, corrective action, apology and condolence) and one diminish strategy (i.e., concession). Participants
were least favorable toward strategic inaction, regret, preemptive action, the diversionary responses of
disassociation, ingratiation, and the offensive responses of threat, embarrassment, and attack (diminish and deny
strategies).
Figure 2. Figure 3.

Conclusion
Results indicated in terms of attitude toward the crisis responses, participants were most favorable toward
rebuild strategies and concession, a diminish strategy. Participant perceptions regarding organizational recovery
were more favorable when rebuild strategies were used. In regard to future behaviors, participants preferred
rebuild strategies and concession, a diminish strategy. With these conclusions, it is apparent that audiences
respond better when an organization takes some form of responsibility to rectify a crisis.

According to Coombs, rebuild strategies are the main avenue for generating new reputational assets (Coombs,
2007). It is conceivable then that rebuild strategies are the safest response strategies because they cater to
victims so well. However, rebuild strategies are not always the most preferred response among organizations
(Coombs, 2007). This is because the more accommodative the strategy, the more expensive it is for the
organization to fund (Cohen, 1999; Patel and Reinsch, 2003; Stockmyer, 1996). How an organization desires to
respond does not always align with its financial ability to do so.

This study provides empirical data that builds on SCCT, in which Coombs developed to shift crisis response
strategies by prioritizing a crisis’ threat to the audience, rather than the threats of the organization itself
(Coombs, 2006). Furthermore, this study proves that crisis managers should lean toward taking corrective action,
such as making an apology, rather than reframing or denying the crisis. 

SCCT started with a system for matching the crisis response strategy(ies) to the crisis situation (Coombs, 2006).
This means that the more severe the crisis situation, the response needs to be that much more stronger in order
to rectify the crisis. Further research should focus on additional strategies that organizations can take that will
satisfy all parties involved because while rebuild strategies are most favored by participants, apologies leave an
organization open to legal liabilities and therefore an organization may seek another strategy to eliminate the
liability entirely (Coombs, 2006). Overall, this means that social media responses to crises are critical to an
organization and the way its reputation is viewed by its publics.