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ONGOING CRISIS COMMUNICATION
To my parents who are now gone and will not read this edition. You are still
with us.
ONGOING CRISIS COMMUNICATION
Planning, Managing, and Responding

Fifth Edition

W. Timothy Coombs

Texas A&M University

S©SAGE
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Saqopore Weber gpon OC | oom
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Library of Congress Cataloging-in-Publication Data

Names: Coombs, W. Timothy, author.

Title: Ongoing crisis communication : planning, managing, and responding / W. Timothy

Coombs, Texas A&M University, College Station, Texas, USA.

Description: Fifth Edition. | Thousand Oaks : SAGE Publications, [2018] | Revised

edition of the author's Ongoing crisis communication, [2015] | Includes bibliographical
references and index.

Identifiers: LCCN 2018032217 | ISBN 9781544331959 (pbk. : alk. paper)

Subjects: LCSH: Crisis management. | Communication in management.

Classification: LCC HD49 .C664 2018 | DDC 658.4/056—dc23LC record available at

https://Iccn.loc.gov/2018032217

This book is printed on acid-free paper.

Acquisitions Editor: Terri Accomazzo

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Marketing Manager: Allison Henry

BRIEF CONTENTS
Preface
PF wn>

Acknowledgments
Chapter 1 * A Need for More Crisis Management Knowledge
Chapter 2 « Risk as the Foundation for Crisis Management and Crisis
Communication
5. Chapter 3 * The Crisis Mitigation Process: Building Crisis Resistant Organizations
6. Chapter 4 ¢ Crisis Preparing: Part |
7. Chapter 5 « Crisis Preparing: Part II
8. Chapter 6 * Recognizing Crises
9. Chapter 7 * Crisis Responding
10. Chapter 8 * Postcrisis Concerns
11. Epilogue
12. Appendix: Possible Case Studies
13. References
14. Index
15. About the Author
DETAILED CONTENTS
Preface
Acknowledgments
Chapter 1 * A Need for More Crisis Management Knowledge
Crisis Management Defined
Disaster Defined
Organizational Crisis Defined
Crisis Management
The Initial Crisis Management Framework
Past Staged Approaches to Crisis Management
Outline of the Three-Stage Approach
Precrisis
Crisis Event
Postcrisis
A More Advanced View: The Regenerative Model of Crisis
Importance of Crisis Management
Value of Reputations
Stakeholder Activism
Digital Naturals
Broader View of Crises
Negligent Failure to Plan
Employer Duty of Care
Crisis Leadership: An Overlooked Resource
Conclusion
Discussion Questions
Chapter 2 « Risk as the Foundation for Crisis Management and Crisis
Communication
Enterprise Risk Management
Issues Management
Reputation Management
Risk Management
Boyd’s OODA Loop
Conclusion
Discussion Questions
Chapter 3 « The Crisis Mitigation Process: Building Crisis Resistant Organizations
 Observe: Finding Red Flags
Internal
Orient: Collect the Information
Orient: Analyze the Information
Summary
Decide and Act: Take Preventive Action
Evaluate the Effectiveness of the Threat Reduction
Paracrises: A Review of Action and Evaluation
Conclusion
Discussion Questions
Chapter 4 « Crisis Preparing: Part |
Diagnosing Vulnerabilities
Assessing Crisis Types
Selecting and Training a Crisis Management Team
Functional Areas
Soft Skills
Task Analysis
Group Decision-Making
Working as a Team
Enacting the Crisis Communication Plan
Listening
Implications for Crisis Management Team Selection
Applications for Training
Improvisation’s Relationship to Crisis Management Team Training
Special Considerations
Selecting and Training a Spokesperson
The Spokesperson’s Role
Media-Specific Tasks of the Spokesperson
Appearing Pleasant on Camera
Answering Questions Effectively
Presenting Crisis Information Clearly
Handling Difficult Questions
Spokespersons in a Digital World
Resilience: Training for All Employees
Conclusion
Discussion Questions
Chapter 5 « Crisis Preparing: Part II
 Developing a Crisis Communication Plan
Value
Components
Crisis Appendix
The CCP Alone Is Not Enough
Other Related Plans
Reviewing the Crisis Communication System
Mass Notification System
Crisis Control Center
Social Intranet: Internal Digital Platforms
Stakeholders and Preparation
Conclusion
Discussion Questions
Chapter 6 * Recognizing Crises
Selling the Crisis
Crisis Framing: A Symbolic Response to Crises
Crisis Dimensions
Expertise of Top Management
Persuasiveness of the Presentation
Organizing the Persuasive Effort
Resistance to Crises
Crises and Information Needs
Crises as Information Processing and Knowledge Management
The Unknown
Information Gathering
Information Processing: The Known
Information-Processing Problems
Serial Reproduction Errors
The MUM Effect
Message Overload
Information Acquisition Biases
Group Decision-Making Errors
Summary
Information-Processing Mechanisms
Structural Elements
Procedural Elements
Training
 Conclusion
Discussion Questions
Chapter 7 « Crisis Responding
Form of the Crisis Response
Responding Quickly
Speaking With One Voice: Consistency
Transparency: The New Openness
A Strategic Focus in Crisis Communication
Objectives: What Crisis Communication Hopes to Accomplish
The Target Audiences for Crisis Response Strategies
Communication Channels and Platforms for Crisis Communication
Immediate Feedback and Crisis Communication
The Sources for Crisis Communication
How It All Comes Together
Content of the Crisis Response
Instructing Information: Physical Harm
Adjusting Information: Psychological Well-Being
Reputation Management
Crisis Response Strategies
Evaluating Reputational Threats
Effects of Credibility on Crisis Response Strategies
Crisis Communication Is Not Magic
Follow-Up Communication
Conclusion
Discussion Questions
Chapter 8 « Postcrisis Concerns
Crisis Evaluation
Crisis Management Performance Evaluation
Data Collection
Organizing and Analyzing the Crisis Management Performance
Data
Impact Evaluation
Specific Measures: Assessing Objectives
General Measures
Summary
Knowledge Management: Organizational Memory and Learning
Organizational Memory
 Organizational Learning
Knowledge Management: Connecting the Pieces
Continuity of Actions
Memorials and Shrines
The Big Picture
Conclusion
Discussion Questions
Epilogue
Musings: Taking an Evidence-Based Approach Seriously
Musings: Simplicity, Complexity, and Effectiveness
Musings: Time and Crises
Conclusion
Discussion Questions
Appendix: Possible Case Studies
References
Index
About the Author
PREFACE

PURPOSE OF THE TEXT

Crisis management is a challenge any organization can face and one that many fail.
When crisis management fails, stakeholders and organizations suffer. All organizations
must become prepared for crises. VW, Southwest Airlines, and Ikea are prominent and
respected companies, but each has recently faced crises and handled them with varying
degrees of success. Crisis communication is the lifeblood of crisis management. When
crisis communication is ineffective, so is the crisis management effort. There is a lot of
research and many cases about crisis communication. The vast writings about crisis
communication and management remain a blessing and a curse. It is great to have so
much information, but it is hard to find and organize it all. The writings about crisis
communication and management are fragmented, as people write about crises from
very different perspectives. This situation can leave managers struggling to organize bits
of information or missing critical resources entirely. Writers often focus on their
specialties and fail to make connections to ideas and concepts developed in other
specialties. In turn, this fragmentation precludes a fuller understanding of crisis
communication and management that is gained by integrating the various perspectives.
Add to this the fact that a number of related communication concepts have applications
to crisis management but have yet to be integrated into the literature, and the situation
becomes even more complicated. Practitioners, researchers, and educators are limited
by this fractured approach. The primary purpose of this book is to provide a resource
that integrates and organizes a wide array of practitioner and research writings about
crisis management. Taken together, this information helps to create evidence-based
crisis Communication. Evidence-based is an approach taken in any discipline that
involves interventions, such as medicine, social work, and management. An evidence-
based approach combines the best research with practitioner experience to guide
interventions. Crisis communication is an intervention designed to lessen the negative
effects of a crisis for stakeholders and the organization in crisis.

The emphasis throughout the book is on the role of communication in the crisis
management process. Management in general must recognize the value of strategic
crisis communication and the value of crisis management. The book is designed to be a
body of knowledge that aids managers, researchers, and educators. Process is an
important word here. Too many people think that crisis management means having a
crisis management plan or responding when a crisis hits. This is a very reactive and
rather limited approach to crisis management. A richer, more proactive approach to
crisis management explores the entire process. Managers should think of crisis
management as akin to SWOT analysis. SWOT stands for strengths, weaknesses,
opportunities, and threats. Through crisis management, organizations identify what the
weaknesses are and what an organization is failing to do to address threats and prepare
for crises. Strengths are the elements of crisis management an organization does well.
Opportunities are the resources an organization can access before, during, and after a
crisis. Threats are those factors that can evolve into crises. A quick crisis SWOT
analysis will awaken management to the need to take crisis management and crisis
communication very seriously.

AUDIENCE FOR THE TEXT

The book is written for both students and practitioners. Students, primarily
undergraduate, are given an applied approach to crisis communication that is rooted in
theory. Ideally theory should inform practice, and | have selected the best of the crisis
communication and management research for gaining insight into the process.
Practitioners can use the book to enhance their understanding and execution of crisis
communication. This book is designed to be used to help those who are or may become
crisis managers. Any individual with a background in corporate communication,
organizational communication, public relations, or management may find themselves on
a crisis team. The information in this book should help to make a person a more
effective crisis team member.

ORGANIZATION OF THE TEXT

Throughout this preface | have mentioned the crisis management process. Crisis
management can be organized around three stages: precrisis, crisis event, and
postcrisis. The book follows this three-part structure. Chapter 1 provides a discussion of
the three-stage approach to crisis management. Chapter 2 highlights the increased
importance of social media to crisis management. Chapters 3 and 4 focus on the
prevention aspect of precrisis, while Chapters 5 and 6 develop the preparation aspect of
precrisis. Chapter 7 concentrates on the crisis event stage, and Chapter 8 explains the
postcrisis stage. The epilogue considers how communication technology and
globalization will influence the future development of crisis communication and reflects
on the key insights the book provides.

PEDAGOGICAL FEATURES
Throughout the book are “What would you do?” cases. Each case fits the key points
found in a particular chapter. Information from a real crisis event is presented along with
a series of questions designed to allow readers to apply text concepts to the case.

This edition retains the “Crisis Leadership Competencies” boxes. These boxes highlight
the essential leadership skills needed to manage crisis communication effectively in a
wide range of situations.

Each chapter ends with a Conclusion that sums up the main points of the chapter as
well as Discussion Questions that help readers extend their understanding of the
material.

NEW TO THE FIFTH EDITION

Writing a fifth edition of this book was necessary because crisis communication and
management is so dynamic that the field has changed significantly in the few years
since the fourth edition. Researchers continue to yield additional insights into the crisis
management process. Social media continues to be a challenge for crisis
communication and needs to be integrated throughout the crisis communication
process. The fourth edition had a separate chapter on social media but that has been
dropped and replaced by an integrated approach to its presentation. Researchers have
expanded our understanding of crisis communication by developing ideas particularly
with internal crisis communication. | have tried to include elements of internal crisis
communication throughout the book. The fifth edition tries to capture the more complex
view of crisis communication that has emerged from research and translate that material
into accessible and usable information for practitioners.

The main changes to the fourth edition are outlined here:

e Chapter 1 draws distinctions between operational crises and paracrises and

offers an alternative view of the crisis process through the regenerative model of
crisis.

Chapter 2 introduces the concept of enterprise risk management to provide a

holistic approach to risk assessment. The chapter also uses Boyd’s OODA Loop
to help explain how people identify, analyze, and respond to stimuli in the
environment.

Chapter 3 focuses on the mitigation process in organizations and applies Boyd’s

OODA Loop to the process. There is an extended discussion of paracrisis and
communication response strategies.

Chapters 4 explains how organizations can increase risk acceptance through the
normalization of deviance. There are added sections about soft skills for crisis
team members and resilience training for employees along with added material
about intuitive decision-making, improvisation, and spokesperson delivery.

Chapter 5 explores the crisis communication plan (CCP) with added material
about the role of digital channels and platforms for external and internal crisis
communication.

Chapter 6 provides some additional information to help people understand why

organizations resist recognizing risks and crisis along with advice on how to
overcome this resistance.

Chapter 7 has an expanded discussion of crisis communication, including a much

more developed discussion of the strategic focus of crisis communication. There
is also added information about message mapping.

Chapter 8 gives a revised and expanded discussion of knowledge management

after a crisis along with new information about shrines as part of the discussion of
memorials.

Finally, the epilogue provides some key pieces of advice as well as explores the
idea of time in crisis communication.
ACKNOWLEDGEMENTS
Books are driven by many sources, so no book is really sole authored. | would like to
acknowledge those who have influenced how | approached this revision: Sherry
Holladay, An-Sofie Claeys, Finn Frandsen, Winni Johansen, and Nadine Yehya. | am
very lucky to have good friends and family who have great insights into crisis
communication and crisis management.
1 A NEED FOR MORE CRISIS MANAGEMENT KNOWLEDGE
Alisteria outbreak in cantaloupe kills 30 people, Volkswagen is caught in a global emission cheating scandal,
Equifax has a data breech affecting millions of people, General Motors has a faulty ignition switch that results in
customer deaths, Wells Fargo is caught creating illegal accounts, and United Airlines faces outrage over the
bloody removal of a passenger from a flight. These are all reminders that no organization is immune to crises. If
no organization is immune, then all organizations should be prepared. Pick any day of the week, and you will find
stories about train derailments, plane crashes, funds used inappropriately at nonprofit organizations, explosions in
manufacturing facilities, workers shot or injured on the job, or E. coli-tainted beef, turkey, chicken, or even bean
sprouts. The bottom line is that all organizations should learn as much as they can about crisis management.

Developing a comprehensive crisis management program (CCMP) that captures the ongoing nature of crisis
management is not an easy task. The crisis management process is varied and requires the integration of
knowledge from such diverse areas as small-group decision-making, media relations, environmental scanning,
risk assessment, crisis communication, crisis plan development, evaluation methods, disaster sociology, and
reputation management. A diverse set of crisis management writings must be navigated in order to develop a
complete CCMP that covers every stage and substage of the crisis management process. It is a daunting but
necessary task to sort through the plethora of crisis management information to identify the evidence necessary to
create evidence-based crisis communication. The most effective way to develop a CCMP is to base your choices
on practices and policies that have proven to be effective rather than depending on speculation.

The primary goal of this book is to offer an integrative framework that simplifies the task of organizing crisis
management knowledge. An ongoing approach based upon a three-stage model of crisis management provides
the foundation. The three stages are precrisis, crisis event, and postcrisis, each of which is composed of three
substages. The stages are used to summarize and organize various insights into the crisis management process.
Myriad ideas from different areas are synthesized into one continuous process. The end product is a guide for
developing each stage in the ongoing crisis management process. This book is a living guide because future
developments in crisis management can be easily assimilated into the comprehensive framework of the three-
stage approach.

The three-stage model articulated here provides a variety of suggestions about how to “do” crisis management.
This book is designed to aid those interested in practicing, researching, or teaching crisis management. To those
interested in practice, the book offers a comprehensive approach for structuring a crisis management program.
For those interested in research, the book provides an analytic framework for the study of crisis management
efforts. Those involved in teaching are offered an additional resource for educating future crisis managers. The
book ends with a summary of key ideas and highlights some of the insights offered to practitioners, researchers,
and educators. In addition, an appendix suggests a number of crises that can be used for study and research.

CRISIS MANAGEMENT DEFINED

There are a lot of books written about crisis management, but there is no one accepted definition of a crisis.
Having a specific definition is important because how a subject is defined indicates how it is approached. | choose
to start with a definition so that readers will understand how this book approaches the subject.

Crisis is a very broad term that is used frequently by practitioners and academics. A general definition of crisis is
some breakdown in a system that creates shared stress (Perry, 2007). Such a general definition can be applied to
a wide variety of events. It is important that early on in the book | specify what | mean by the term crisis and
differentiate it from similar concepts. Figure 1.1 is a visual representation of how | conceptualize crisis. We can
take the general notion of crisis as the starting point, beneath which we have disaster and organizational crisis.
There are volumes written about both disasters and organizational crises, but there is no one accepted definition
of either term. It is important to draw a distinction between the two concepts in order to clarify how this book
approaches the topic of crisis.
Disaster Defined

Disasters are events that are sudden, seriously disrupt routines of systems, require new courses of action to cope
with the disruption, and pose a danger to values and social goals (Quarantelli, 2005). This is more a set of
characteristics than a definition, but it does capture the nature of disasters. | would add that disasters are large in
scale and require response from multiple governmental units. Disasters can spawn organizational crises. For
instance, an organization may need to cope with the effects of the disaster on its operation. An example would be
utilities needing to restore power to customers following a tornado. In rarer circumstances a crisis can trigger a
disaster. Examples include the Union Carbide toxic gas release in Bhopal, India, and the crude oil spilled into the
Gulf of Mexico when the Deepwater Horizon sank. Research has generated a significant amount of advice on how
to cope with disasters, and there is some overlap between disasters and organizational crisis efforts. However,
this book focuses on organizational crises. | choose to present a very specific definition of organizational crisis to
clarify for the readers how this book will approach crises.

Crisis

Organizational
. Disaster
Crisis

Figure 1.1 m Types of Crises

Organizational Crisis Defined

A crisis is the perceived violation of salience stakeholder expectations that can create negative outcomes for
stakeholders and/or the organization. This definition is a synthesis of various perspectives on crisis that tries to
capture the common traits other writers have used when describing crises.

A crisis is perceptual. What we typically think of as crises are events that are easy to perceive as such. That is
why few people would dispute industrial accidents or hurricanes being crises. However, it is the perceptions of
stakeholders that help to define an event as a crisis. A stakeholder is a person or group that is affected by or can
affect an organization (Bryson, 2004). If stakeholders believe an organization is in crisis, a crisis does exist, and
stakeholders will react to the organization as if it is in crisis. For nearly a decade, the automobile manufacturer
Audi told its customers there was nothing wrong with its transmissions. However, customers did perceive a crisis
because a few cars were jumping into gear from neutral—with sudden acceleration—resulting in injuries and
deaths. We fast-forward to 2009, and Toyota was wrestling with gas pedals that stick, causing cars to accelerate
uncontrollably and at times fatally. Toyota was criticized for a slow response to the crisis. Toyota management
had a difficult time seeing the problem and realizing the organization was in a crisis. Management must be able to
see the event from the stakeholders’ perspective to properly assess whether a crisis has occurred.

Crises can violate salient expectations that stakeholders hold about how organizations should act. These
expectations are important to the stakeholders and can be related to health, safety, environmental, or economic
concerns. Planes should land safely, products should not harm us, management should not steal money, and
organizations should reflect societal values. Crises disturb some stakeholder expectations, resulting in people
becoming upset and angry, which threatens the relationship between the organization and its stakeholders. That
is why crises are considered dangerous to organizations’ reputations (Barton, 2001; Dilenschneider, 2000). A
reputation is how stakeholders perceive the organization. When expectations are breached, stakeholders perceive
the organization less positively: The reputation is harmed.

Crises have the potential to create negative or undesirable outcomes for stakeholders and organizations. Product
harms crises place customers at risk for injury or death. If business is disrupted, an organization will usually suffer
financial losses (e.g., lost productivity, a drop in earnings). Crisis damage extends beyond financial loss, however,
to include injuries or deaths to stakeholders, structural or property damage (on and off site), tarnishing of a
reputation, damage to a brand, and environmental harm (Loewendick, 1993). The damage can affect a variety of
stakeholders. A plane crash can kill crew members, passengers, and people on the ground. In addition, an entire
industry can be affected by a crisis in one of its member organizations. An industry can suffer financial loss (e.g.,
new, costly regulations) or reputational damage as people project a localized crisis onto an entire industry. In
2006, the cruise ship industry became involved in the Carnival Cruise Lines fire because the crisis was an
industry-wide threat, not just a company-specific one. Fires were a risk on every cruise ship, and people needed
to feel safe. Employees, customers, or community members can be injured or killed by industrial or transportation
accidents.

Environmental damage is another outcome of accidents. Community members can suffer structural or property
damage from accidents as well. Explosions can shatter windows, and evacuations can cost community members
in terms of money, time, and disruption. Careless handling of an accident can add to the damage. Investors can
lose money from the costs of the crisis. For example, an organization can incur repair expenses from an accident
while a faulty product can result in product liability lawsuits and recall costs. A crisis presents real or potential
negative outcomes for stakeholders, the organization, and even the industry. Crisis management is designed to
ward off or reduce the threats by providing guidance for properly handling crises.

One final point to mention is the unpredictable nature of crises. A crisis is unpredictable but not unexpected. Wise
organizations know that crises will befall them; they just do not know when. Crises can be anticipated, but their
often sudden nature can give them an element of surprise or unpredictability (Barton, 2001; National Research
Council, 1996). However, some crises offer a great deal of warning (Irvine & Millar, 1996). For instance, if a major
television news magazine is planning to run a negative story about an organization, management will know the
event months in advance. Metabolife, a diet supplement company, faced just such a crisis in 1999. It used the
lead time to create an aggressive multimedia campaign to defend itself from charges linking its product to harmful
side effects. Radio and newspaper advertisements were used to drive people to a specially created website where
people could watch an unedited video of the interview and learn how news shows can distort the truth.

At this point, it is instructive to further separate organizational crises into operational and paracrises. Operational
crises reflect the roots of crisis management itself. One potential effect from a crisis is to disrupt operations either
completely or partially. Many early definitions of crisis include disruption of operations (e.g., Barton, 2001). Crisis
management was developed in part to limit disruptions to operations because an organization loses money when
it is not operating at full capacity. Business continuity, a sister discipline to crisis management, is dedicated to
preventing or limiting operational disruptions. Operational crises capture those situations where there is actual or
potential disruption to organizational operations. Facility fires, natural disasters, and product harm situations are
all examples of operational crises. | will elaborate on the various types of operational crises in Chapter 3.
Operational crises create some specific communicative demands for crisis managers because they must consider
the information needs of various stakeholders when there are disruptions. For instance, employees need to know
when, if, and where they are working while suppliers and customers need to know if there will be deliveries and
shipments and the size of those deliveries and shipments.

Paracrises are situations where crisis managers must manage a crisis risk in full view of its stakeholders (Coombs
& Holladay, 2012c). Paracrises reflect the reputational focus of many crises. All crises will inflict some reputational
damage on an organization. However, certain situations are primarily reputational and have limited effects on
operations. The terms reputational crises and social media crises have been used in attempts to capture the
emphasis on reputational concerns. The term reputational crisis is confusing because reputation also is an
antecedent and consequence for a crisis and because all crises have a reputational dimension. The term social
media crisis is extremely vague, referring to events that transpire in or are intensified by social media. Again, any
crisis can have a social media aspect to it, and labeling a crisis by the dominant media involved is imprecise.
Instead, | prefer to divide organizational crises into operational crises and paracrises as illustrated in Figure 1.2
 Organizational
Crises

Operational
: Paracrises
Crises

Figure 1.2 m Operational Crises and Paracrises

The term para means resembling or protection from something. A paracrisis resembles a crisis because it
threatens the organization’s reputation and related assets. However, a paracrisis would not require the activation
of the crisis team and does not disrupt the organization. Still, a paracrisis warrants attention because neglect or
mismanagement could escalate into an operational crisis. A paracrisis is a specific type of crisis warning sign. It
mimics a crisis itself. Motrin’s offensive ad to mothers is an example of a paracrisis. In 2008, Motrin created an
edgy ad that noted how mothers have back pain from using sling-type baby carriers. The ad was in print and
Online in video form. Many mothers were offended by it and took to social media to express their outrage. Twitter
was a popular location for mothers to attack Motrin. There was even a nine-minute YouTube video featuring the
Twitter complaints. The ad appeared online on a Saturday morning. The social media criticism stormed Twitter by
Saturday evening. On the following Monday, McNeil Consumer Healthcare, the maker of Motrin, removed the ad
from the Internet and replaced it with an apology (Tsouderos, 2008). McNeil Consumer Healthcare did not see any
disruption in the production or sale of Motrin. There was minor damage to the corporate and product reputation
that had the potential to escalate if the paracrisis was not handled swiftly and effectively. By removing the ad and
apologizing, McNeil Consumer Healthcare managed the paracrisis, thereby defusing a potential crisis.

Paracrises that emerge in digital communication channels and platforms such as social media are unique crisis
warning signs because they appear in full view of stakeholders. Typically, crisis prevention efforts are invisible to
stakeholders. For instance, organizations revise safety procedures or replace a dangerous chemical to reduce the
threat of hazardous chemical releases. Visibility is what gives a paracrisis its impact. The public appearance of the
paracrisis demands public management. Managers must explain to all stakeholders what is being done to address
the concern or why they are choosing to ignore it. The paracrisis blurs the line between precrisis and crisis
response because addressing the paracrisis can appear to be a crisis response rather than preventative action.
The key point here is that the digital communication channels and platforms increase the visibility and number of
paracrises because the Internet can highlight the stakeholder concerns that drive paracrises. As one white paper
on social media and crisis recommended, “Never ignore conflict/crisis on social media” (“Crisis Management for
Social Media,” n.d., p. 4; IR Insight, 2012). | discuss the various types of paracrises and response options in
Chapter 3.

What Would You Do?

BP and Texas City: Act 1

It's 1:20 p.m. on March 23, 2005, in Texas City, Texas. You work at the BP refinery in the town. Suddenly, an
explosion rocks the ground. You go outside and see large flames and smoke coming from the direction of the
isomerization unit. You know that workers were performing a start-up at the isomerization unit today, and start-ups
are one of the most dangerous procedures at refineries. Alarms are going off, people are running and shouting,
and some personnel are heading over to help. You are the public relations person on the BP Texas City crisis
team. What do you do now? What does the organization need to do to respond to this event?

Crisis Management
Crisis management represents a set of factors designed to combat crises and to lessen the actual damage
inflicted. Put another way, it seeks to prevent or lessen the negative outcomes of a crisis and thereby protect the
organization, stakeholders, and industry from harm. Crisis management has evolved from emergency
preparedness and, drawing from that base, comprises a set of four interrelated factors: prevention, preparation,
response, and revision.

Prevention, also known as mitigation, represents the steps taken to avoid crises. Crisis managers often detect
warning signs and then take actions designed to prevent the crisis. For instance, a faulty toaster is recalled before
its overheating problem causes any fires or injuries to customers. Prevention is largely unseen by the public.
News stories about crises that did not happen are rare.

Preparation is the best-known factor in crisis management because it includes the crisis communication plan
(CCP). If people know nothing else about crisis management, they know an organization should have a CCP. The
CCP is the tip of the crisis management iceberg. Although people think the CCP is the crisis management
process, in actuality, most of the process is unseen. Preparation also involves diagnosing crisis vulnerabilities,
selecting and training a crisis management team and spokespersons, creating a crisis portfolio, and refining a
crisis communication system.

Response is the application of the preparation components to a crisis. A crisis can be simulated (as in an
exercise) or real. The preparation components must be tested regularly. The testing involves running simulated
crises and drills that determine the fitness of the CCP, crisis team members, spokespersons, and the
communication system. A real crisis involves the execution of the same crisis management resources, only the
outcomes are real rather than hypothetical. Response is very public during an actual crisis. An organization's
crisis management response is frequently reported and critiqued in the news media (Pearson & Clair, 1998). Many
publications critiqued Bausch & Lomb’s failure to recall ReNu with MoistureLoc when it was linked to a 2006
outbreak of Fusarium keratitis, a form of fungal eye infection that can produce blindness (Dobbin, 2006; Mintz & Di
Meglio, 2006). Bausch & Lomb did stop shipping the product and eventually asked retailers to remove the product
from shelves. However, it was not until May 15, a month after the crisis began, that an official recall was issued
(Mintz & Di Meglio, 2006). Remember, crises make for good news stories, and news of ReNu with MoistureLoc
was everywhere.

In an actual crisis, responses seek to achieve outcomes related to reducing the negative impact of a crisis on
stakeholders and the organization. Put another way, the response helps to achieve the objectives of crisis
management. Organizations try to limit the threat to public safety, reputational erosion, brand damage, and loss of
sales, to name but a few of the common crisis communication objectives. There is even a chance that the
response leads to an improved organization. Improvements can include a stronger reputation, a more powerful
brand, and changes to the organization that make it a safer place to work.

Part of the response is recovery, which denotes the organization’s attempts to return to normal operations as soon
as possible following a crisis. Business continuity is the name used to cover the efforts to restore operations to
normal. As noted earlier, downtime from a crisis is a financial drain. The quicker an organization can return to
normal operations, the fewer financial losses it will incur.

Revision is the fourth crisis factor. It involves evaluation of the organization’s response in simulated and real
crises, determining what it did right and what it did wrong during its crisis management performance. The
organization uses this insight to revise its prevention, preparation, and response efforts. Ideally, in the future, the
right moves are replayed while the mistakes are avoided and replaced by more appropriate actions. Revision is
the development of an institutional or organizational memory, which can improve the effectiveness of crisis
management by expanding the organization’s perception of crises and its response capacity (Li, YeZhuang, &
Ying, 2004; Weick, 1988). The more and varied the crises an organization experiences through practice sessions,
the better it can handle similar situations in reality. The factors are linked in a spiral. If prevention fails, preparation
is required for optimal performance. Revision is derived from performance and informs both the prevention of and
preparation for future crises. In turn, improving preparation should improve response.

Understanding the crisis management process is a necessity for effective crisis communication. We can extend
the notion of process by creating a framework for crisis management that involves distinct stages that influence
one another.

THE INITIAL CRISIS MANAGEMENT FRAMEWORK

The idea that crises have an identifiable life cycle is a consistent theme that permeates the crisis management
literature. The crisis manager needs to understand this life cycle because its different phases require different
actions (Gonzalez-Herrero & Pratt, 1995; Sturges, 1994). The crisis life cycle has been translated into what | term
staged approaches to crisis management. A staged approach means that the crisis management function is
divided into discrete segments that are executed in a specific order. Moreover, the life cycle perspective reveals
that effective crisis management must be integrated into the normal operations of an organization. Crisis
management is not merely developing a plan and executing it during a crisis. Instead, it is appropriately viewed as
an ongoing process. Every day, organization members can be scanning for potential crises, taking actions to
prevent them, or considering any number of the aspects of the crisis management process detailed in this book.
Crisis management should be a part of many people’s full-time jobs in an organization, not a part-time fancy. Each
working day, crisis managers can be doing something to improve crisis prevention and response (Coombs,
2006a).

The life cycle perspective has yielded a variety of staged approaches to crisis management. These provide a
mechanism for constructing a framework for organizing the vast and varied crisis management writings and for
creating a unified set of crisis management guidelines. Regardless of discipline, the various topics addressed can
be placed within a comprehensive, incremental approach to crisis management. An overarching framework
organizes the scattered crisis management insights and permits crisis managers to easily envision their best
options during any stage of the process. Crisis managers can find it easier to access and apply available
resources, thereby improving the crisis management process. The framework | use in this book is influenced by
existing models of the process. Reviewing these models will reinforce the importance of process in crisis
management.

Fink’s (1986) four-stage model is the earliest staged approach to crisis and can be found in his seminal book,
Crisis Management: Planning for the Inevitable. His cycle is well represented in writings that have appeared since
the 1990s. He uses a medical illness metaphor to identify four stages in the crisis life cycle: (1) prodromal: clues or
hints of a potential crisis begin to emerge; (2) crisis breakout or acute: a triggering event occurs along with the
attendant damage; (3) chronic: the effects of the crisis linger as efforts to clean up the crisis progress; and (4)
resolution: there is some clear signal that the crisis is no longer a concern to stakeholders—it is over.

Past Staged Approaches to Crisis Management

Three influential approaches emerge from a study of the various crisis management models. Influence was
gauged by the number of people citing the approach in the development of their crisis models. Fink’s (1986)
approach is one of the first to treat a crisis as an extended event. Of particular note is his belief that warning signs
precede the trigger event. The job of crisis managers expands and becomes more proactive when they know and
read the warning signs. Well-prepared crisis managers do not just enact the CCP when a crisis hits (being
reactive); they are also involved in identifying and resolving situations that could become or lead to a crisis (being
proactive). In addition, Fink divides the crisis event into three stages. A crisis does not just happen, it evolves. It
begins with a trigger event (acute phase), moves to extended efforts to deal with the crisis (chronic phase), and
concludes with a clear ending (resolution). The different stages of the life cycle require different actions from the
crisis manager. As a result, crisis management is enacted in stages and is not one simple action. The demands of
the crisis stage dictate what crisis managers can and should be doing at any particular time.

The second influential approach is from prolific crisis writer and expert lan Mitroff (1994). He divides crisis
management into five phases: (1) signal detection: new crisis warning signs should be identified and acted upon
to prevent a crisis; (2) probing and prevention: organization members search known crisis risk factors and work to
reduce their potential for harm; (3) damage containment: a crisis hits and organization members try to prevent the
damage from spreading into uncontaminated parts of the organization or its environment; (4) recovery:
organization members work to return to normal business operations as soon as possible; and (5) learning:
organization members review and critique their crisis management efforts, thereby adding to the organization’s
memory.

The three-stage model has no clearly identifiable creator but has been recommended by a variety of crisis
management experts (e.g., Birch, 1994; Guth, 1995; Mitchell, 1986; Seeger, Sellnow, & Ulmer, 2003). However,
Richardson (1994) provides the first detailed discussion of its components: (1) precrisis or predisaster phase:
warning signs appear and people try to eliminate the risk; (2) crisis impact or rescue phase: the crisis hits and
support is provided for those involved in it; and (3) recovery or demise phase: stakeholder confidence is restored.

Following from this three-stage approach, | divide the crisis management process into three macrostages:
precrisis, crisis, and postcrisis. The term macro indicates that the stages are general and that each contains a
number of more specific substages: the microlevel. This is similar to economics, where macroeconomics deals
with all the forces at work on the economy while microeconomics deals with specific factors. Both the Fink (1986)
and Mitroff (1994) models fit naturally within this general three-stage approach. The precrisis stage encompasses
all of the aspects of crisis preparation. Prodromal signs, signal detection, and probing would be included in the
precrisis stage. The crisis stage includes the actions taken to cope with the trigger event—the time span when the
crisis is being actively dealt with. Damage containment, crisis breakout, and recovery or the chronic phase all fall
within the crisis stage. The postcrisis stage reflects the period after the crisis is considered to be over or resolved.
Learning and resolution are each a part of this stage. Table 1.1 summarizes the comparisons of the three different
staged approaches to crisis management.

Table 1.1 s Comparison of Staged Approaches to Crisis Management

Fink Mitroff Three-Stage

Prodromal Signal detection Precrisis

Probing and prevention

Crisis breakout | Damage containment Crisis

Chronic Recovery

Resolution Learning Postcrisis

OUTLINE OF THE THREE-STAGE APPROACH

The three-stage approach was selected as the organizing framework for this book because of its ability to
subsume the other staged approaches used in crisis management. The ideal crisis management model would
accommodate all of the various models plus additional insights provided by other crisis management experts. Not
all crisis managers have placed their ideas within a phased model. Therefore, a comprehensive model must be
able to place random insights into the crisis management process.

The three-stage approach has the appropriate macro-level generality for constructing the comprehensive
framework necessary for analyzing the crisis management literature. The three stages are general enough to
accommodate the other two dominant crisis management models and to allow for the integration of ideas from
other crisis management experts.

Within each stage there are separate substages or sets of actions that should be covered during that stage. Each
substage integrates a cluster of writings about that particular crisis management topic. Each cluster of writings has
been carefully examined to distill the essential recommendations they could offer to crisis managers. For each
substage, the crisis wisdom and any tests of that wisdom are reported along with a discussion of its utility to crisis
managers. Moreover, this three-stage approach provides a unified system for organizing and utilizing the varied
insights crisis managers offer.

Precrisis

The precrisis stage involves three substages: (1) signal detection, (2) prevention, and (3) crisis preparation.
Chapters 2, 3, 4, and 5 are devoted to the development of this stage. Organization members should be proactive
and take all possible actions to prevent crises. The precrisis stage entails actions to be performed before a crisis
is encountered. However, not all crises can be prevented, so organization members must prepare for crises as
well.

Chapter 3 deals with signal detection. Most crises do emit early warning signs. If early action is taken, these crises
can be avoided (Gonzalez-Herrero & Pratt, 1995). Crisis managers must identify sources for warning signs, collect
information related to them, and analyze the information. For example, a pattern in customer complaints could
identify a product defect. Reporting the complaints to the appropriate manufacturing sector of the organization
could result in corrective action being taken. In turn, the corrective action could prevent further complaints and the
potential of a highly visible recall, battle with customers, or both. Crisis managers must develop a system for
detecting potential crises and responding to them.

Chapter 3 is devoted to crisis prevention. Once the potential is detected, actions must be taken to prevent the
crisis. Preventative measures fall into three categories: issues management, risk management, and reputation
management. Issues management means taking steps to prevent a problem from maturing into a crisis. Risk
management eliminates or lowers risk levels. Reputation management seeks to resolve problems in the
stakeholder-organization relationship that could escalate and damage the company’s reputation. Chapters 4 and 5
develop the idea of crisis preparation. Crisis managers must be prepared for a crisis happening. Preparation
typically involves identifying crisis vulnerabilities, creating crisis teams, selecting spokespersons, drafting CCPs,
developing crisis portfolios (a list of the most likely crises to befall an organization), and structuring the crisis
communication system.

Crisis Event

This stage begins with a trigger event that marks the beginning of the crisis. The crisis stage ends when the crisis
is considered to be resolved. During the crisis event, crisis managers must realize that the organization is in crisis
and take appropriate actions. This phase has two substages: (1) crisis recognition and (2) crisis containment.
Communication with stakeholders is a critical facet of this phase. An organization communicates to stakeholders
through its words and actions.

Chapter 6 is devoted to crisis recognition. People in an organization must realize that a crisis exists and respond
to the event as a crisis. Crisis recognition includes an understanding of how events get labeled and accepted as
crises—how to sell a crisis to management—and the means for collecting crisis-related information. Chapter 7
covers the crisis response and includes topics related to crisis containment and recovery. Crisis containment
focuses on the organization’s crisis response, including the importance and content of the initial response,
communication’s relationship to reputational management, contingency plans, and follow-up concerns.

Postcrisis

When a crisis is resolved and deemed to be over, an organization must consider what to do next. Postcrisis
actions help to (a) make the organization better prepared for the next crisis, (b) make sure stakeholders are left
with a positive impression of the organization’s crisis management efforts, and (c) check to make sure that the
crisis is truly over. Chapter 8 addresses evaluating crisis management, learning from the crisis, and other
postcrisis actions, such as follow-up communication with stakeholders and continued monitoring of issues related
to the crisis.

A MORE ADVANCED VIEW: THE REGENERATIVE MODEL OF

CRISIS
The regenerative model of crisis offers a more complex and dynamic view of a crisis situation. While composed on
only two phases, the regenerative model is dynamic because it explains how crises can become reframed and
produce significant communicative shifts for crisis managers. The regenerative model is composed of the precrisis
and postcrisis phases. The precrisis phase is all factors that occur prior to a crisis. The crisis is simply a point in
time. The initial crisis is either an event or a realization. An event is some action that demonstrates the existence
of a crisis, such as an explosion of people becoming ill from a food product. A realization is when managers
recognize that stakeholders view the organization as violating key expectations, such as the quality of the product
or service. The turning point is the dynamic aspect of the regenerative model that introduces complexity. A turning
point occurs when events or actions reframe and redefine the crisis. Essentially a new crisis emerges because
various factors have led people involved with the crisis to view it as a new crisis type. An example is the analysis
of Dow Chemical and the breast implant crisis by Brinson and Benoit (1996). Their analysis reveals turning points
were evidence and communicative actions effectively reframed the crisis into a new crisis type. When a turning
point occurs, what had been the postcrisis phases, such as actions taken by the organization, now become part of
the precrisis phases and a new postcrisis phase begins (Coombs, 2017a). Figure 1.3 illustrates the dynamic
nature of the regenerative crisis.

Precrisis Precrisis

<} Postcrisis rf Postcrisis

i]
4 ‘
4 a
i] ‘
4 ‘
4 a
4 ‘

Initial Turning
Crisis Point

Figure 1.3 m Regenerative Crisis Model

Not all crises are complex enough to fit the regenerative crisis model. Still, crisis managers must be aware that a
crisis can suddenly shift from one crisis type to another. Along with this shift will be new communicative demands.
Crisis managers might have to change communicative responses to reflect the new demands of evolving crisis. In
fact, the initial crisis response might be the reason stakeholder views of the crisis have shifted, what Frandsen and
Johansen (2017) term a double crisis. The need to change crisis response strategies is problematic because
changing strategies creates the appearance of inconsistency. However, the changes are necessary when a crisis
is significantly reframed to a new crisis type.

What Would You Do? Carefree Cruise Line: Act 1

It is Friday a little after 5 p.m. in Miami, Florida, the location of the headquarters for Carefree Cruise Lines. The
majority of your cruise ships have the Carefree brand, but your company also owns a number of smaller cruise
lines, what can be called sub-brands. A call comes in that a cruise ship in one of the sub-brands is in distress. The
ship is off the coast of Italy, and that is a six-hour time difference from your headquarters in Miami. The call notes
that a Mayday has been issued and that the ship is being evacuated. You are the public relations personnel
assigned to the crisis management team for Carefree Cruise Lines.

e What are you first thoughts after receiving this call?

e What do you need to do to help your organization prepare to respond to this crisis?

e Who are the key stakeholders in this situation?

e What actions should your organization take?

¢ How should the organization communicate those actions to key stakeholders?

IMPORTANCE OF CRISIS MANAGEMENT

The first paragraph of this chapter offers a reminder that crises are ubiquitous. In fact, today’s environment seems
to be placing higher premiums on crisis management; unprepared organizations have more to lose today than
ever before. A variety of developments has made all types of organizations more susceptible to crises. Managers
have identified the following as common negative effects from crises: decrease in revenue, cutbacks and/or
layoffs, loss of corporate reputation, increased media scrutiny, increased government scrutiny, decreased share
price, and increased social media discussions (Burson-Marsteller & Penn Schoen Berland, 2011; Spencer Stuart
& Weber Shandwick 2012). The developments that increase the need for effective crisis management are an
increased value of reputation, stakeholder activism through communication technologies, broader views of crises,
and negligent failure to plan.

Value of Reputations
As late as the 1990s, writers were still debating the value of reputation. A reputation is evaluative, with
organizations being seen as having favorable or unfavorable reputations (Coombs & Holladay, 2005). There is a
strong consensus in the practitioner and academic writings that a reputation is an extremely valuable intangible
organizational resource. Favorable reputations have been linked to attracting customers, generating investment
interest, attracting top employee talent, motivating workers, increasing job satisfaction, generating more positive
media coverage, and garnering positive comments from financial analysts (Alsop, 2004; Davies, Chun, da Silva, &
Roper, 2003; Dowling, 2002; Fombrun & van Riel, 2004; Kim & Yang, 2013; van Riel, 2013). An impressive list of
key stakeholders that control resources vital to an organization’s success is represented here (Agle, Mitchell, &
Sonnenfeld, 1999). A reputation is built through the direct and indirect experiences stakeholders have with the
organization (Aula & Mantere, 2008; Fombrun & van Riel, 2004). Positive interactions and information about the
organization build favorable reputations while unpleasant interactions and negative information lead to
unfavorable reputations. A crisis poses a threat to reputational assets (Barton, 2001; Davies et al., 2003;
Dilenschneider, 2000; Burson-Marsteller & Penn Schoen Berland, 2011). As greater emphasis is placed on
reputation, a corresponding emphasis must be placed on crisis management as a means of protecting
reputational assets (Coombs & Holladay, 2002).

Stakeholder Activism
Today, angry stakeholders are more likely to generate crises (Lye & Muller, 2004). Consumers, shareholders,
employees, community groups, and activists are becoming increasingly vocal when dealing with organizations and
are using the Internet to voice those concerns (Coombs, 2002; Heath, 1998). The Internet provides various means
of stakeholder expression, including web pages, discussion boards, blogs, microblogs, social networks, and
content-sharing sites. The key feature of these Internet channels and platforms is the ability of users to create the
content rather than just the organizations. Collectively, the Internet platforms where stakeholders create the
content are called socia/ media, although the term stakeholder media is also being used to denote platforms
where users create the content (Hunter, Le Menestrel, & De Bettignies, 2008). Chapter 2 explores the concept of
social media in greater depth. The vast majority of social media messages never find an audience. However,
when disgruntled stakeholders strike a responsive chord and connect with other stakeholders online, a crisis can
occur. These crises evolve from the value of the organizational reputation. Legitimate criticism that spreads
among stakeholders poses a direct threat to the organization’s reputation. Here’s an example: The Gap planned
to release a revamped logo in 2010. When the initial design was released on its website, groups of vocal
stakeholders responded negatively online. Gap’s Facebook page and a Twitter account designed to protest the
change were the most visible sources in the protest. The idea of a new logo was generating massive amounts of
negative online comments for the Gap. The company then announced they had heard their stakeholders and
would not make the change (Halliday, 2010). This demonstrates how social media has the potential to create a
crisis or the threat of a crisis.

Activist groups are using the Internet to organize and to pressure organizations to change their behaviors. Social
media is part of a mix of pressure tactics, along with negative publicity campaigns and boycotts. For instance, the
Enough Project utilized Facebook, Twitter, YouTube, Flickr, and Instagram in its efforts to pressure electronics
companies into disclosing their sourcing of conflict minerals. The Internet has the potential to increase the power
of activist groups, thereby making them audible to managers and putting them on an organization’s agenda for
consideration (Coombs, 1998, 2002; Heath, 1998; Putnam, 1993). Consider how Greenpeace was able to
pressure Puma, Nike, Adidas, H&M, C&A, Mango, Zara, Li-Ning, Levi's, Esprit, Victoria’s Secret, G-Star, Raw,
Valentino, and Benetton into agreements to eliminate their suppliers’ use of certain toxic chemicals in the
production of textiles or how concerns over environmental issues in Europe encouraged Chiquita to change how it
grows bananas in Central and South America. Partnering with the Rainforest Alliance, Chiquita has had 100% of
its banana farms certified as Better Banana Grower (Chiquita, 2003).

Digital Naturals
In earlier versions of this book, this point was called communication technologies. However, it was a mistake to
focus on the technology and not the people using the technology. Young and Akerstrém (2016) define digital
naturals as “individuals who are comfortable in the online environment, being equipped through experience and
exposure to both its cultural norms and the technological competencies required to operate effectively” (p. 1).
Digital naturals have the skills and motivation to use digital communication channels and platforms such as social
media. As stakeholders are increasingly digital naturals, crisis managers must integrate digital communication
channels and platforms into the entire crisis management process.

Digital naturals are instrumental to the earlier notion of stakeholder activism. Most large activist organizations will
be skilled in the use of digital channels and platforms. Digital naturals use digital channels and platforms to make
the world more visible to others. Events that might have gone unnoticed decades ago are now visible to others.
Workers fighting abuses in Indonesia have the potential to garner the attention of the world. Potential is a key
word. The digital world is very cluttered and messages have to compete for the attention of stakeholders, including
the traditional news media.

There is potential for any crisis or paracrisis to go global. Digital channels, digital platforms, and traditional news
media are international. Events in geographically remote area’s of Africa can become global in a few minutes. A
crisis or paracrisis might appear on CNN, the BBC, or an activist website, or be the subject of a post on a blog or
some social media channel, giving it a global reach. On April 24, 2013, a garment factory in Bangladesh
collapsed. The tragic event killed over 1,000 people. Videos and stories of the collapse appeared on CNN, BBC,
and numerous other online news outlets and through social media (Alam, 2013). Because of online posting by
activists, people easily could learn that H&M, Zara, Walmart, and the Gap all use suppliers in Bangladesh and that
Primark had suppliers housed in the collapsed building (Engel, 2013). In addition, activists and corporations used
various Internet channels and platforms to explain whether various corporations were taking actions designed to
improve worker safety in Bangladesh. Crises and paracrises are now more likely to be seen by the world thanks to
advances in communication technologies. We will return to the international nature of crises in the epilogue.

Broader View of Crises

Prior to the horrific events of September 11, 2001, most organizations were focused on their own little world. Crisis
management was driven by what might happen to them on their sites. However, 9/11 showed that attacks or
events at other locations can affect any organization. An event does not have to be a major terrorist event to
create collateral damage. An explosion at a nearby chemical facility can create a need to evacuate and close an
unrelated facility. An airplane crash may prevent vehicles from reaching other offices or plants.

Consequently, organizations are now broadening their view of crises to include nearby facilities that could create
crises for them. A second way that the 9/11 attacks have broadened the view of crisis management is the
increased emphasis on security and emergency preparedness. Security is one element of prevention and
mitigation. Spending and managerial focus on security spiked dramatically after 9/11 and continue to stay high on
the list of managerial priorities. While driven by terrorism concerns, security can help with other crises, such as
workplace violence. In addition, the security focus has been coupled with the recognition of the need for
emergency preparedness. Organizations should be prepared for an evacuation or to provide shelter-in-place, the
two basic emergency responses. Emergency preparedness will help organizations with any crisis they face, not
just with terrorism (Coombs, 2006b). The tragic events of 9/11 have been a wakeup call to crisis managers to
expand their view of crisis management. The expectation is that this broader view will serve organizations well by
saving lives in future crises.

Social media has added another layer to broadening the view of crises. Managers are very sensitive to the fact
that crisis threats, especially those that damage reputations, can emerge and grow rapidly online. In a study by
Burson-Marsteller and Penn Schoen Berland, 55% of managers felt social media had increased their vulnerability
to crises (Burson-Marsteller & Penn Schoen Berland, 2011). There is an increasing need to monitor social media
and to decide how to integrate it into the crisis response. Later chapters will elaborate on how social media is
creating changes in crisis communication.

Negligent Failure to Plan

Organizations have long been considered negligent if they did not take reasonable action to reduce or eliminate
known or reasonably foreseeable risks that could result in harm. This liability is based on the 1970 Occupational
Safety and Health Act (Headley, 2005). The scope of foreseeable risks is expanding to include workplace
violence, industrial accidents, product tampering, and terrorist attacks (Abrams, n.d.). This new area of liability is
known as negligent failure to plan and is closely tied to crisis management. Organizations can be found legally
liable if they did not take precautions to prevent potential crises and were not prepared to respond. Both crisis
prevention and crisis preparation serve as defenses against negligent failure to plan. Juries are already punishing
organizations that are not engaging in proper crisis management (Blythe & Stivariou, 2003; Headley, 2005). Crisis
management is becoming firmly established as a form of due diligence (efforts to avoid harm to others or to the
organization) that will protect an organization not only from the immediate harm of a crisis but from secondary
harm resulting from lawsuits.

Employer Duty of Care

In many countries, it is the employer’s responsibility to provide a safe work environment that is free of known
dangers. Employers must seek to find possible health and safety problems and then take actions to eliminate or to
reduce the risks. In the United States, the Occupational Safety and Health Administration (OSHA) regulates the
employer duty of care. Employers are required to take actions, including providing training that employees can
understand; warning employees of dangers through alarms, labels, color-coded systems, or other means; and
ensuring employers have the proper safety equipment and information (OSHA, 2016). Some experts have argued
that the employer duty of care extends to employees traveling abroad (Underwood, 2016). Employers must be
cognizant of foreseeable risks and take reasonable action to protect employees from those risks. Failures in the
employer duty of care can create organizational crises in any organization that has employees.

CRISIS LEADERSHIP: AN OVERLOOKED RESOURCE

Leadership is often overlooked in discussions of crisis management and crisis communication (James & Wooten,
2010). Leadership can be defined as “a process whereby an individual influences a group of individuals to achieve
a common goal” (Northouse, 1997, p. 3). During a crisis, leadership can have a major impact on the effectiveness
of the crisis management effort. Good leaders regularly are called upon to solve problems, follow plans, and to
craft visions. These behaviors are all valuable during a crisis. Crisis leadership experts Erika James and Lynn
Wooten (2010) argue that crisis leadership is a frame of mind. Good crisis leaders are willing to learn, are open to
new ideas, and believe the organization will emerge stronger after the crisis. Crisis leadership is unique because
the leaders are being watched by stakeholders (in public view) and are under pressure to utilize shortcuts that will
make the crisis disappear but could be ineffective in the long run (James & Wooten, 2010). Each chapter in this
book will have a leadership box that highlights how the topic in the chapter relates to effective crisis leadership.
Those insights are based on the crisis leadership competencies developed by James and Wooten.

CONCLUSION
As the potential for crises increases, so does the potential for negative outcomes. Organizations are playing for
high stakes when confronting crises. The developments just reviewed demonstrate that the need for crisis
management is increasing, not decreasing. The value of crisis management is greater now than when experts first
began preaching about the need for crisis preparedness in the late 1970s. The end result is a higher premium on
effective crisis management. Organizations must continue to improve their crisis management processes. Crisis
management acts as a hedge against the negative outcomes of crises. Effective crisis management can protect
lives, health, and the environment; reduce the time it takes to complete the crisis life cycle; prevent loss of sales;
limit reputation damage; preclude the development of public policy issues (i.e., laws and regulations); and save
money. Today’s operating environment demands that organizations be prepared to manage crises.

Generally, we experience crises through the news media and the Internet. As a result, it is easy to view crisis
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schon vom Ufer kleine chinesische Zampans abstoßen.
Geschäftstüchtige Schiffshändler kommen längsseit. In fließendstem
Pidgeon-Englisch preist der Bumboatsman Wong-fa Eier und
Hühner für einen lächerlich billigen Preis an, der aber trotzdem den
richtigen Marktpreis noch immer um ein Vielfaches übersteigt. Einige
der neu an Bord gekommenen Leute wollen sich das gute Geschäft,
ein Dutzend Eier für fünfundzwanzig Cents erwerben zu können,
nicht entgehen lassen, werden aber schleunigst von den alten,
erfahrenen Tsingtau-Leuten belehrt, daß sie die Preise nicht
verderben dürfen. Tatsächlich sehen sie sofort, daß Wong-fa, in
schneller Erkenntnis, daß es hier keinen übermäßigen Profit gibt,
sich grinsend ob der deutschen Geschäftstüchtigkeit mit zehn
Pfennig für das Dutzend begnügt.
Gegen Abend meldet sich der chinesische Lotse Ah-Koo mit
seinen beiden Gehilfen an Bord, eine für die Weiterfahrt sehr
wichtige Persönlichkeit, da es jetzt in unbekannte Flußgebiete geht,
deren dauernde Veränderung durch Hochwasser, Strömung usw. in
Karten und Büchern nicht festgelegt werden kann. Nur jahrelangen,
ständigen Befahrern offenbart der Fluß seine Geheimnisse und läßt
sie aus Strömungen und Wirbeln die richtige Fahrstraße erkennen.
Bei Tagesanbruch geht die Fahrt stromaufwärts los. Das Bett
wird enger, die Strömung reißender; höher, bis zu zweihundert Meter
hebt sich das Ufer, steiles, kahles Gestein schiebt sich heran, das in
jäher Wand zum Wasser abfällt. Die Durchbruchsstelle des Flusses
durch den Fels, von dem noch Riffe und Klippen im Bette selbst, um
die das Wasser in schäumenden Wirbeln hinwegschießt, zeugen:
Die Kau-Wei-Hau-tan-Schnelle, die sich fast zwei Kilometer weit
dahinzieht und wegen ihrer Gefährlichkeit berüchtigt ist. Jetzt heißt
es aufpassen.
 Ruder- und Maschinenkommandos jagen einander.
Ununterbrochen wirbelt der Rudergänger das Rad bald nach rechts,
bald nach links herum; bald stoppt die eine Maschine, während die
andere mit äußerster Kraft voraus arbeitet, dann wieder geht die
eine zurück, um die Rudermanöver zu unterstützen. Haarscharf geht
es an Wirbeln vorbei. Jetzt liegt „Tsingtau“ quer zum Strom, im
nächsten Augenblick wirbelt sie herum und jagt mit äußerster Kraft
voraus. Langsam, unendlich langsam nur verstreichen die Minuten,
deren jede das Ende bringen, das deutsche Schiff auf die Klippen
werfen kann. Mit unheimlicher Wucht preßt sich das Wasser durch
das enge Felsentor, die Luft ist erfüllt von dem Brausen und Singen
der dahinschießenden Massen.
Ah-Koo trabt von einem Ende der Brücke zum anderen. Er ist
Südchinese, viel temperamentvoller als seine Landsleute aus dem
Norden des Reiches. Trotzdem bleibt er eingermaßen ruhig, führt
das Schiff sicher durch das gefährliche Fahrwasser. Wenige Minuten
noch, dann treten die drohenden Felsen weiter zurück, das Bett wird
breiter und flacher. Die Schnellen sind überwunden, gleichmäßig,
ohne Wirbel fließt der Strom wieder dahin.
Dicht unter Land quält sich eine Dschunke durch die Schnellen.
Vom Oberteil des Mastes führen Leinen an Land, an denen ungefähr
sechzig Kerle, mühevoll auf schmalen Steigen kletternd, das Schiff
vorwärts treideln. Stundenlang arbeiten sie, um durch die Schnellen
zu kommen, die „Tsingtau“ soeben passierte. Plötzlich dringt ein
wildes Rufen und Schreien herüber: Die Hauptschleppleine ist
gebrochen! In wirrem Knäuel stürzen die Treidelmannschaften über-
und durcheinander. Einen Augenblick später schlägt die Dschunke
quer zum Strom, die Treidelmannschaften lassen die übrigen Leinen,
die sie noch krampfhaft umklammerten, los. Das Schiff ist nicht mehr
zu halten. Sekunden später stößt es auf eine Klippe auf, wird wie
Papier herumgedreht. Ein dröhnendes Krachen, wildes Geschrei ....
Die Dschunke kentert, verschwindet. Menschen und Schiffstrümmer
treiben talabwärts. Jeder Rettungsversuch ist ausgeschlossen. Weit
unterhalb erst gibt der Strudel die Leichen von sich.
 Hochwasser

Das Flußbett wird immer seichter. Langsam windet sich

„Tsingtau“ durch die schmale Fahrrinne. Der Wasserstand ist
außergewöhnlich niedrig, da die Schneeschmelze in den
birmanischen Grenzgebirgen in diesem Jahre sehr spät eingesetzt
hat und die heiße Sonne Südchinas das Wasser schnell verdunsten
läßt. Tage, vielleicht Stunden dauert es noch, und ein weiteres
Vordringen stromaufwärts bis an das gesetzte Ziel wird überhaupt
unmöglich. Allerdings muß die Schneeschmelze täglich eintreten.
Wenn nur das Wasser dann nicht zu plötzlich herunterkommt! Das
Unheil, das auf den weiten ebenen Uferlandschaften angerichtet
werden kann, ist gar nicht abzusehen.
Tenschien kommt in Sicht. Schon sind die Mauern und Häuser
der Stadt deutlich zu erkennen, da stellt sich das Schicksal in Gestalt
der Hwanghwa-Kiang-Barre hemmend in den Weg. Keine achtzig
Zentimeter Wasser mehr, und kaum eine halbe Seemeile entfernt
springt grell leuchtend weißer Sand aus dem Flusse. Es geht nicht
weiter. Also Anker in den Grund und abwarten, bis das Wasser
steigt. An Bord herrscht nicht gerade Trauer darüber, daß die Fahrt
unterbrochen wird. Die Hitze ist allmählich trotz des doppelten
Sonnensegels drückend geworden, ringsherum flirrt und flimmert die
Luft, das warme Flußwasser spiegelt die Sonne so grell wieder, daß
die Augen schmerzhaft geblendet werden, das Zeug, das doch
wahrlich dünn genug ist, klebt bei der geringsten Bewegung am
feuchten Körper an. An Land ist es zwar nicht besser, dafür aber gibt
es wenigstens Abwechslung.
Die Feuer unter den Kesseln werden gelöscht. Was nur
einigermaßen entbehrlich ist, erhält Erlaubnis an Land zu gehen.
Nicht allerdings, ohne daß der Erste Offizier den „Gewehrträgern“
besorgt einschärft, recht vorsichtig zu sein und nicht etwa zahmes,
chinesisches Viehzeug, das käuflich bedeutend billiger zu erwerben
ist, anzuschießen. Das soll nämlich, obwohl keiner es gewesen sein
will, wiederholt vorgekommen sein.
In Trupps ziehen die Leute los. Die einen wenden sich nach der
Stadt, um Raritäten und was es sonst Begehrenswertes gibt, zu
erwerben, die anderen streifen durch die Flußniederung, um dort zu
jagen.
Die an Bord bleiben, trösten sich schließlich damit, daß morgen
an sie die Reihe kommt und die Kameraden dann zu Hause bleiben
dürfen. Aus weiter Ferne klingen vereinzelte Gewehrschüsse
herüber: die Jäger sind an der Arbeit. Spät nachmittags, als die
Sonne zur Rüste zu gehen beginnt, findet sich alles wieder ein und
— ein wahrer Tierpark mit ihnen. Die Jäger sind zuerst zur Stelle.
Sie haben einen Rehbock erlegt und durch ein Kesseltreiben zwei
Rehkälber erbeutet, die sie jetzt mitbringen. Sorgfältig werden die
hübschen Tierchen an Deck gehoben. Während der Bootsmann
noch über den ungebetenen Zuwachs an Bord schimpft und in
schwerer Sorge überlegt, wo er die Gäste unterbringen kann, erstirbt
ihm vor dem, was die nächsten Minuten bringen, das Wort im
Munde. Mehrere Zampans legen an Backbord an, und die zweite
Jagdkarawane entsteigt ihnen mit ihrer Beute. Voran kommt ein
Gürteltier, das der glückliche Besitzer liebevoll auf dem Arm trägt,
dahinter in einem Bastkorbe eine meterlange Schlange, die recht
harmlos ist, wenn sie auch gefährlich aussieht, und zwei Uhus, die
leise krächzend mit ihren großen gelblichen Augen ins Helle starren.
Zum Schlusse folgt noch ein bedeutend weniger harmloser Gast,
eine wilde junge Tigerkatze. Der Eigentümer, der auf seine Beute
sichtlich stolz ist, hat sie angeleint, hält sie aber durch eine lange
Bambusstange in sicherer Entfernung von seinem Körper; fauchend
und um sich schlagend wehrt sich das Tier gegen seine
Einschiffung. Bis hierher hat der Bootsmann, dessen Augen in
ungläubigem Schreck immer größer werden, seinen Zorn noch
unterdrückt. Drei Hunde mit zwei Jungen gehören ohnedies schon
zur Besatzung. Eine Schlange, zwei Rehe, zwei Uhus .... Grimmiger
wird seine Miene, und als jetzt der letzte Gast, die Tigerkatze,
erscheint, bricht er in echtem Danziger Idiom los:
„Nu fehlt bloß noch, daß Ainer von Aich mit ’nem Elefonten
kommt, dann schmaiß ich Aich aber hailig mitsomt Airem
Viehzaig über Bord, wir sind doch hier in keiner Arche Noah
nich!“
Nach einigem Hin und Her findet aber alles Unterkunft, und der
Erzürnte beruhigt sich. Lange freilich dauert die ganze Herrlichkeit
nicht. Die Tigerkatze hat am nächsten Tage schon, wahrscheinlich
aus Gram über den Verlust ihrer Freiheit, wie ihr Besitzer behauptet,
Selbstmord begangen, indem sie sich an ihrem Seil erhängt, ein Reh
springt über Bord und ersäuft, und das andere geht später
elendiglich an Überfütterung zugrunde.
Wie im Fluge ziehen die Wochen dahin. Zahlreiche Chinesen
kommen aus der Stadt, kauern am Ufer hin und sehen stundenlang
dem Leben und Betriebe an Bord des Kriegsschiffes zu. Mit echt
chinesischer Findigkeit ist auch sofort ein „fliegender Teehändler“
und ein Garküchenmann zur Stelle. Eines Tages macht sich
besondere Bewegung an Land bemerkbar. Es wimmelt oben von
blaugekleideten Leuten, und immer mehr noch strömen zusammen.
Dann naht aus einem der Stadttore ein seltsamer Zug. Voran ein
Mann mit einer hölzernen Tafel, auf der chinesische Schriftzeichen
prangen. Dahinter kommen zahlreiche Soldaten mit Gewehren und
Spießen. In ihrer Mitte führen sie eine schlotternde Gestalt in blauem
Nankingzeuge, einen anscheinend älteren Mann, dessen Hände auf
den Rücken gebunden sind. Im Geschwindschritt kommen sie,
gefolgt von einem Schwarm Neugieriger, das Ufer hinab. Auf einem
kleinen Platze wird Halt gemacht. Die Menge teilt sich, die Tafel wird
mit einem Pfahl in die Erde gestoßen und der Gefesselte
darangelehnt. Eine Exekution: Der Delinquent ist ein früherer
Mandarin, den erst jetzt, einige Jahre nach der Revolution, an der
auch er sich beteiligte, sein Schicksal ereilt. Mit Berücksichtigung
seines früheren Standes wird er gnadenhalber nicht geköpft,
sondern erschossen.
 Ein Kommando. Ein wildes Geknatter, das eine Salve darstellen
soll, folgt. Der Mann am Pfahl rührt sich nicht. Starr, mehr tot als
lebendig, blicken die glanzlosen Augen in die Mündungen der
rauchenden Gewehre. Ein zweiter Befehl, eine zweite „Salve.“ Dann
erst knickt der Gerichtete schwerfällig zusammen und stürzt nach
vorne über. Er ist tot. Die Verwandten erhalten den Leichnam zur
Bestattung und dürfen ihn am nächsten Tage wegbringen.
Steuerbord voraus liegt die Sandbarre. Seit Tagen schon
schimmert ihr weißer Sand im grellen Sonnenlichte. Fast stündlich
scheint sie zu wachsen und sich zu vergrößern, wie eine Warnung
für das harrende Schiff: Bis hierher und nicht weiter! Schneeweiße
Reiher und wilde Enten hausen dort, tummeln sich umher. Kurz vor
sechs Uhr morgens kommt der neue Tag herauf. Dichte Nebel liegen
über dem Flusse, decken alles mit einem Schleier. Zwei Stunden
vergehen, bis das Ufer sichtbar wird. Auf der Brücke unter dem
Sonnensegel hält der Signalgast Wache. Ununterbrochen spähen
seine Blicke über den Strom und suchen die weiße Wand zu
durchdringen. Jetzt lichtet sich der Nebel, wird dünner, und strahlend
bricht die Sonne durch. Ein Stutzen! Die Sandbank voraus ist
verschwunden, kein Wirbel zeigt, wo sie noch wenige Stunden
vorher aus dem Grunde hervorwuchs. Auch der unter den Ufern
liegende Schlick ist überflutet, gleichmäßig rauscht das Wasser über
ihn hinweg. Der Strom steigt, der Weg ist frei!
Dampf auf in allen Kesseln, so schnell als möglich. Schwerer
Rauch wälzt sich aus dem hohen Schornstein, bald drehen sich die
Schrauben. Langsam zuerst, als wenn sie aus langer Ruhe erwacht
wären. Alles ist klar zur Weiterfahrt.
„Anker lichten!“ Wenige Minuten später hängt der Anker vor der
Klüse.
„Steuerbord 10, beide Maschinen halbe Fahrt voraus!“
Mitten im Strom strebt „S. M. S. Tsingtau“ den Hsikiang aufwärts.
Es geht an schilfbewachsenen Flußinseln vorbei, an Mündungen
kleiner Nebenflüsse, an Siedelungen, an Pagoden, die wie Wächter
von den Höhen ins Land ragen, an mauerumgebenen Städten.
Scharf biegt der Fluß nach Süden. An Steuerbordseite schimmern
im Scheine der untergehenden Sonne die hellen Gebäude von
Sünschau herüber, der Präfekturstadt von Schanscha-Schan.
Wieder geht der Anker für eine Nacht in den Grund.
Am nächsten Tage heißt es den Hsikiang verlassen und im Roten
Flusse, dem Hungschui-Kiang, weiter vordringen. Das Bett ist
bedeutend enger, die Ufer treten näher heran, gefährliche Wirbel
schaffen schwierige Passagen; an besonders engen Stellen schießt
die Strömung mit so reißender Wucht entgegen, daß „Tsingtau“ nur
mit äußerster Kraft weiterkommt. Die Gegend wird interessanter als
zuvor. Die Bergzüge, die die letzten Tage noch aus blauer Ferne
herüber zum Strome dämmerten, schieben sich heran, kommen in
greifbare Nähe. Spärlich zeigt sich Wald, nur um die Tempel ziehen
sich dunkelgrüne Bambushaine. Drei Tage dauert die Fahrt auf dem
Roten Flusse, dann geht es nach Norden in den noch schmäleren
Liu-Kiang. In scharfen Biegungen und Windungen, die größte
Aufmerksamkeit beim Manövrieren erfordern, zieht sich das Bett
dahin bis Lautschau-fu, dem Ziel der Fahrt. „Tsingtau“ ist das erste
Kriegsschiff, das so weit binnenlands seine Flagge zeigt. Ein
Engländer, die „Moorhen“, hat es vorher schon versucht, mußte das
Unternehmen aber aufgeben.
Plötzlich, ganz ohne Übergang, treten die Berge zurück und
machen einer fruchtbaren Ebene Platz. Mitten in weiten Reisfeldern
und grünen Bambuswäldern wird das Häusergewirr von Lautschau-
fu sichtbar. Auch hier windet sich eine zinnengekrönte Mauer um die
Stadt, ziehen sich leichtgebaute Häuser außerhalb der Mauern zum
Fluß hinab. Das erste europäische Kriegsschiff, der erste
europäische Dampfer überhaupt, der hier anlegt. Das Aufsehen, das
das nach chinesischen Begriffen ungeheure Schiff, das mit seinem
hohen Gefechtsmast ja wirklich einem mächtigen Kampfschiffe
ähnelt, hervorruft, ist unbeschreiblich. Aus der ganzen Stadt strömt
die Menge durch die dem Wasser zugewendeten Tore zum Flusse
hinab, wie mit einem Schlage stockt das ganze Geschäftsleben.
Dumpfe Gongschläge, die überall hörbar werden, verkünden
allenthalben das Ereignis. Ein Gewimmel ist das in den engen
Gäßchen! Die Mauern sind von Neugierigen besetzt, kein Fleckchen,
das die Möglichkeit bietet, das fremde Ungeheuer zu sehen, ist frei,
und noch immer versiegt der Zustrom nicht. Viele, nein, die meisten
von denen, die da neugierig auf den Fluß hinabstarren, haben einen
Dampfer überhaupt noch nie gesehen. Die Menge wankt und weicht
nicht; keine Bewegung an Deck, wo jetzt eben Kapitänleutnant v.
Möller mit dem Dolmetscher erscheint, entgeht ihr. Ein Raunen und
Flüstern erhebt sich, als sie die riesenhafte Gestalt des deutschen
Offiziers, die unter den kleinen Südchinesen doppelt auffällt, gewahr
werden.
Alles drängt zu der Stelle hin, wo das Boot der „Tsingtau“ anlegt.
Soldaten und Polizisten haben Mühe, das Volk zurückzudrängen.
Rücksichtslos schlagen sie auf die Leute ein, schaffen Raum bis zu
dem Platze, wo mehrere Sänften bereitstehen. Nervige Fäuste
heben sie vom Boden. Die Soldaten ordnen sich als Eskorte
ringsherum, und im Geschwindschritt geht es durch das Tor in die
von Menschen erfüllte Stadt. Ein Meer von Chinesen wogt rechts
und links, öffnet sich, um sich sofort wieder zu schließen und hinten
nachzufluten. Mit einem Ruck werden die Sänften niedergestellt. Der
Yamen des Bürgermeisters, dem der Besuch gilt, ist erreicht.
Mehrere hohe Tore, geräumige Höfe, rings von Amtsgebäuden
umgeben, führen in das Innere, wo der chinesische Würdenträger
des Gastes harrt. Ein älterer, behäbiger Herr, in prächtige
Seidengewänder gekleidet, aus dessen faltigem Antlitz die Augen
klug in die Welt blitzen, nähert er sich, wie es das chinesische
Zeremoniell vorschreibt, unter vielen Verbeugungen und geleitet
seinen Gast in die Empfangshalle, wo auf kleinen Tischchen
Erfrischungen bereitgestellt sind. Sogar ein Stuhl ist zu Ehren des
Europäers vorhanden. Während in papierdünnen Schalen der grüne
Tee gereicht wird, entspinnt sich mit Hilfe des Dolmetschers eine
rege Unterhaltung. Der Bürgermeister erkundigt sich, wie es dem
Kaiser geht, spricht in begeisterten Ausdrücken über das schöne
Schiff und fragt, ob die deutsche Marine noch mehr so große,
mächtige Fahrzeuge hätte. Ein feines Lächeln zittert über seine
faltigen Züge, als ihm der Dolmetscher berichtet, die „Tsingtau“ sei
nur eines der kleinsten Boote, über die die deutsche Flotte verfüge.
Er glaubt es nicht, ist aber viel zu höflich, einen Zweifel laut werden
zu lassen. Besonders erfreut ist er, als Kapitänleutnant v. Möller ihn
einladet, sein Schiff zu besuchen.
 Unter dem gleichen Zeremoniell wie die Ankunft geht die
Verabschiedung vor sich. Es folgen noch kurze Besuche bei den
anderen Würdenträgern der Stadt, dann schlagen die Sänften den
Weg nach dem Flusse ein. Durch enge, winkelige Gassen, in denen
oft ein Geruch herrscht, der für europäische Nasen nicht gerade
angenehm ist. Eine Stunde später erscheinen mit feierlichem Pomp,
umgeben von großem Gefolge, der Bürgermeister und der
Polizeipräsident an Bord. Die ganze Mannschaft ist in tadellosen
weißen Anzügen an Deck aufgestellt. Am Fallrepp bewillkommt der
Kommandant seine Gäste und führt ihnen sein Schiff vor. Er zeigt
ihnen die Geschütze, die Scheinwerfer, die Maschinengewehre. Das
Interesse ist groß. Vieles scheint den Chinesen ja unverständlich,
nie aber kommt eine Frage über ihre Lippen, immer bewahren sie
ihre würdevolle Haltung. Dann geht es in die Offiziermesse, wo die
Gäste bewirtet werden. Eine halbe Stunde dauert der Besuch. Kaum
ist er von Bord, als neuer eintrifft! Mister Pitt und andere Angehörige
der amerikanischen Mission, die hier wirkt. Der Ruf, daß der
Kommandant der „Tsingtau“ auf seinen zahlreichen Fahrten in das
Innere besonders gute Beziehungen zu den Missionen unterhält und
großes Verständnis für ihre Bestrebungen hat, ist bis hierher
gedrungen. Die Begrüßung ist außerordentlich herzlich, in kurzer
Zeit ist eine sehr angeregte Unterhaltung im Gang. Der Besuch
erzählt über die interessante Gegend. Über die Räuber, die in den
Bergen hausen, und regelmäßige Streifzüge in die Ebene, bis unter
die Mauern der Stadt unternommen, berichten die Amerikaner, über
die Machtlosigkeit der Polizeigewalt und über die seltsamen
Ureinwohner der benachbarten Sön-miau-dse-Republiken, die, von
bräunlicher Gesichtsfarbe, arische Züge aufweisen, ihre eigenen
Gesetze und Religion haben und die chinesische Oberhoheit nicht
anerkennen. Lange bleiben die Gäste noch über das Essen hinaus
und werden erst entlassen, nachdem für den nächsten Tag Ausflüge
verabredet worden sind.
Der Himmel hat sich umzogen, es regnet. Unaufhörlich, in jähem
Gusse strömt das Wasser herunter und plätschert auf Deck und auf
das Sonnensegel. Tiefdunkel ist die Nacht, kein Stern am Himmel.
Wie aus weiter Ferne schimmern verschwommen die Lichter der
kaum hundert Meter ab liegenden Häuser vom Ufer herüber.
Unheimlich gurgelt die Strömung am Schiffe längs. Die Ankerketten
— längst sind zur Vorsorge beide Anker ausgebracht — rucken
einigemale. „Tsingtau“ giert bald nach Steuer-, bald nach Backbord.
Lebhaftes Rufen, laute Schreie dringen von den an Land vertauten
Dschunken und Zampans durch die Nacht. Lichter blitzen auf,
huschen hierhin und dorthin. Das Wasser kommt! Immer mehr nimmt
die Bewegung an Land zu, stärker, dringlicher werden die Rufe.
„Dampf auf!“ Alle Leute werden gepurrt. Unheimlich schnell naht
die Gefahr. Mit furchtbarer Wucht kommt das Wasser von den
Bergen herab, brausend schießt es vorbei, höher und höher steigt
es.
„Scheinwerfer anstellen!“ Blendend strahlt im nächsten
Augenblick eine Lichtflut auf, bricht durch das Dunkel. Das Ufer ist
überflutet, schon leckt das Wasser an die ersten Häuser heran.
Überall hasten die Gestalten herum. In wilder Eile werden die
Häuser geräumt. Einrichtungsgegenstände und Geräte werden nach
der höhergelegenen Stadt hinaufgeschafft. Kinder und Hunde waten
im Wasser hinten nach.
Als die Lichtstrahlen hereinbrechen, stockt in jähem Schrecken
an Land jede Bewegung. Furchtbar, grauenhaft dünkt die Chinesen
das Erscheinen einer Sonne im nächtlichen Dunkel. Sind sie doch
nur an Talg und ärmliche Petroleumlampen gewöhnt. Bald aber
verstehen sie, daß der gute Lichtgeist ihnen beim Rettungswerke
behilflich sein will und arbeiten in verdoppelter Eile. Das Inventar ist
geborgen, jetzt geht es an das Einreißen der leichtgebauten Häuser
selbst. Hier ein Pfahl, dort Latten, Bretter und Bohlen werden
abgerissen. Klatschend stürzen die ihrer Stützen beraubten
Lehmmauern zusammen, Strohdächer folgen ihnen nach. Das
Unglück ist nicht allzugroß. Jedes Jahr kehrt das Hochwasser
wieder, die Leute rechnen schon damit. Die Häuser werden
abgerissen und, wenn sich die Flut verlaufen hat, eben neu
aufgebaut. Lehm gibt es überall, nur das Holzwerk muß geborgen
werden. So arbeiten sie also hastig, atemlos, wie gehetzt, als wäre
jede Sekunde unwiederbringlich.
 Hohl braust die Strömung, scharfe Rucke gehen durch das
Schiff. Die Ankerketten werden gesteckt. Wieder dröhnt am Ufer
lautes Geschrei auf: Zwei Dschunken haben sich losgerissen und
treiben in der reißenden Strömung flußabwärts in die Nacht.
Bald nach oben, bald weiter unterhalb geistert die Lichtflut des
Scheinwerfers, wo sie gerade gebraucht wird. Eben hat sie einen
neuen Ausschnitt gefaßt, beleuchtet ihn taghell, als plötzlich, wie in
einem Kinematographen, Leben in das Bild, das sich klar abhebt,
kommt. Die beiden Häuser, die drüben abgetragen werden,
verschwinden, andere, neue treten an ihre Stelle, Stadtmauern, ein
Tor, Bäume ziehen vorbei. — „Tsingtau“ treibt! — Grell schlägt der
Maschinentelegraph an, schrillt durch das Schiff.
„Beide Maschinen halbe Fahrt voraus!“ .... Das Kommando
kommt zurück ... „Große Fahrt!“ Immer reißender wird die Flut, ein
Verbleiben auf dem Platze ist unmöglich, soll der Strom nicht Gewalt
über das Schiff gewinnen. Eine Sekunde der Überlegung, eine kurze
Besprechung mit Ah-Koo.
„Anker lichten!“ Der gefährlichste Moment. Die Anker sind aus
dem Grund, alles hängt jetzt von der Leitung des Schiffes und der
Kraft der Maschinen ab.
„Steuerbordmaschine äußerste Kraft voraus! Backbordmaschine
äußerste Kraft rückwärts! Hart Backbord!“ ....
Im reißenden Strome treibend dreht „Tsingtau“ trotz der schmalen
Stelle glücklich mit dem Bug talabwärts. Mit rasender
Geschwindigkeit saust das Schiff dahin, gespenstisch, in
unheimlicher Fahrt gleiten die Ufer vorbei. Bald scheint es auf einen
weiten See hinaus zu gehen, dann wieder springen steile Berge
heran, deren Häupter sich ins endlose Dunkel verlieren. Noch
schneller, atemberauschender wird die Fahrt an den engen Stellen.
Tiefschwarz ist die Nacht, unaufhörlich strömt der Regen ....
Der Fluß wird breiter, die Ufer treten zurück, ruhiger gleitet die
Flut. In stillerem Wasser wird geankert. Die größte Gefahr ist
abgewendet; hier wird die Dämmerung abgewartet. Grau und trübe
kommt der Tag herauf und mit ihm die Erkenntnis, daß „S. M. S.
Tsingtau“ außerhalb des Flusses mitten in einem chinesischen Dorfe
vor Anker liegt. Dicht vor dem Bug tauchen die grünen Wipfel eines
Baumes noch eben aus dem Wasser, ringsherum ragen die Dächer
von Häusern. Fast zwanzig Meter ist der Fluß in der Nacht
gestiegen, hat das ganze Tal mit seinen Fluten erfüllt und in einen
See verwandelt. Dunkelbraun wälzt sich das Wasser dahin,
langsamer dort, wo es ins Land getreten ist, schneller, in reißender
Fahrt im eigentlichen Bette. Bootstrümmer treiben vorbei, ganze
Hausdächer, kümmerliche Einrichtungsgegenstände, ertrunkenes
Vieh. In bunter Abwechslung, stundenlang. Blaues Zeug leuchtet
matt herüber. Eine Leiche — eine zweite, dritte, ein halbes Dutzend.
Im Schlaf von der Flut überrascht.
Es wird heller, der Ankerplatz ist deutlicher zu übersehen. Ganze
Familien sitzen da auf den Dächern um „Tsingtau“ herum, Männer,
Frauen, Kinder, einzelnes, besonders wertvoll scheinendes Getier.
Unaufhörlich leckt die Flut an den Lehmmauern, spült sie hinweg.
Krachend stürzt bald hier, bald dort ein Haus zusammen,
verschwindet in der Flut, und die Dächer treiben mit ihrer lebenden
Last hinweg. Die Nachbarn, die sich noch sicher auf ihrem Platze
fühlen, lachen, rufen, scheinen alles andere als Mitgefühl zu
empfinden. Glücklich sind jetzt die Besitzer von Booten. Sie können
sich, wenn auch erst viele Meilen unterhalb, in Sicherheit bringen.
Ein Rettungswerk ist unmöglich. Der Strom schwillt weiter,
längeres Verweilen kann gefährlich werden. Vor allem heißt es in
den Fluß zurückkommen, um nicht, falls das Wasser sich ebenso
plötzlich, wie es kam, verläuft, mitten in einem Reisfeld sitzen zu
bleiben. Diesmal ist es allerdings gar nicht so einfach, Anker auf zu
gehen. Mächtige Baumstämme haben sich zwischen die Ketten
gesetzt und sie vertörnt. In unendlich mühseliger Arbeit muß das
Holz, bevor die Ketten eingehievt werden können, mit Äxten und
Sägen entfernt werden. Bis an die Hüften müssen die Leute in das
Wasser, der Schweiß rinnt trotz strömenden Regens und kalten
Windes, der von den Bergen niederbläst. Dann nach stundenlangem
Bemühen sind die Anker an Bord, die Fahrt kann talabwärts
fortgesetzt werden. Überall das gleiche, trostlose Bild: die braune
Flut, die zu kochen scheint in ihrem rasenden Dahinschießen,
Trümmer, totes Vieh, Leichen.
Das Bett wird enger, stärker, brausender der Strom, der von
Strudeln und Wirbeln erfüllt ist. Schneller und schneller, in
unheimlicher Fahrt saust „Tsingtau“ dahin. Da! — Das Schiff
gehorcht dem Steuer nicht mehr, schießt, durch den Sog gezogen, in
ein durch die Unterwasserklippen gebildetes Loch ... hart legt es sich
über, als wollte es in der nächsten Sekunde kentern .... Wie instinktiv
wirbelt der Rudergänger das Steuerrad herum. „Tsingtau“ richtet sich
auf und rast in toller Fahrt weiter.
Furchtbar war die Gefahr, nicht einen Augenblick aber haben
Kommandant und Mannschaft die ruhige Überlegung verloren. Nicht
so Ah-Koo, dem die Geschichte doch recht sehr an die Nieren
gegangen ist. Er läuft von einem zum andern, reißt sein Hemd auf
der Brust auf, deutet auf die Stelle, wo sein chinesisches Herz klopft
und meint, glücklich grinsend: „Master, make looksee, make plenty
bumbum; by — by kaputtala!“ Womit er ungefähr sagen will, er hätte
solches Herzklopfen gehabt, daß er darüber fast „kaputt“ gegangen
wäre.
Aus dem Liukiang geht es zurück in den Hung-schuikiang und
von da in schnellster Fahrt in den Hsi-kiang, in dessen breitem und
tiefem Bette sich das Hochwasser nur im Wasserstande fühlbar
macht.
Harte Tage liegen hinter den Tsingtauleuten. Das plötzlich in der
Nacht eintretende Hochwasser, die Vernichtung der Vorstadt von
Lautschau-fu, das Treiben der Dschunken und von „Tsingtau“ selbst,
das Wenden des Schiffes in der reißenden Strömung, die Talfahrt,
die in wahnwitziger Geschwindigkeit vor sich ging, die schrecklichen
Eindrücke auf dem von Strudeln und Wirbeln erfüllten Flusse, die
von Tod und Vernichtung sprachen, das gefahrvolle Passieren der
Schnellen endlich, das jeden Augenblick den Untergang bedeuten
konnte. In tollem Durcheinander gaukeln die Eindrücke noch in der
erregten Phantasie, traumhaft, wie unwirklich dünkt die Ruhe und
Stille. Unerhörte Anforderungen haben die letzten Tage an Kraft und
Nerven gerichtet, ein ständiges „Angespanntsein“ war es,
währenddessen das Wort „Schlaf“ gänzlich ausgeschaltet war. Jetzt
ist das alles überwunden, scheint in unendliche Ferne gerückt.
Nach vorsichtigem Loten gleitet „Tsingtau“ in einen stillen
Seitenarm des Hsikiang. Der Anker fällt, die Maschine steht. Die
wohlverdiente Sommerfrische kommt, die der Kommandant in
Anbetracht der ausgestandenen Strapazen hier zu verbringen
gedenkt. Das plötzlich eingetretene Hochwasser hat überdies die
Fahrt stromaufwärts, die bedeutend länger geplant war, erheblich
abgekürzt, so daß Zeit im Überfluß vorhanden ist. Klar und rein ist
das Wasser des kleinen Flusses, fast jedes Steinchen auf dem
Grunde ist zu sehen. In mäßiger Höhe streben auf beiden Seiten die
steinigen Ufer hoch; vegetationsarm sind sie, da der heftige Regen
hier immer wieder den letzten Rest kümmerlichen Bodens abwäscht,
den nackten Fels zutage treten läßt. Spärlicher Graswuchs zeigt sich
stellenweise, einzelne Büsche Farnkräuter, die nicht einmal die
genügsamste chinesische Ziege füttern könnten. Weit hinter den
Anhöhen dehnt sich die Ebene bis dahin, wo in blauer Ferne neue
Hügel und Berge den Horizont abzuschließen scheinen.
Keine Ansiedelung, kein Mensch, kein Lebewesen weit und breit!
Hoch oben im klaren Blau nur zieht ein Bussard seine Kreise,
Krähen segeln krächzend vorbei. Doppelt wohlig ist die tiefe Stille
nach der Anspannung. Den ganzen Tag wird gebadet, die Leute
klettern an Land herum, versuchen Fische zu fangen, kurz, führen
das sorgenlose Leben von Sommerfrischlern, wie es nur selten den
Schiffen der deutschen Marine beschieden ist. Nicht einmal Moskitos
gibt es hier, obwohl die Sonne doch wieder mit tropischer Glut
herunterbrennt und Wasser im Überfluß vorhanden ist. Ein Paradies
für die Leute. Nur der Kommandant ist ernster und wortkarger als
sonst. Wie ein schwerer Alp liegt die Nachricht, die Ende Juni wie
ein Blitz aus heiterem Himmel eintraf, auf ihm, daß der
österreichische Thronfolger und seine Gattin in Serajewo ermordet
worden seien. Zunächst nur ein Telegramm, das der Draht und der
Funke übermittelt hatten, eine jener vielen Nachrichten, die aus dem
in unendlich scheinender Ferne liegenden Europa kaum für Minuten
das gleichmäßige Leben Chinas zu unterbrechen geeignet waren.
Am gleichen Tage spricht man noch davon, spinnt abends im
bequemen Liegestuhl auf der Veranda der Klubs seine Gedanken
darüber, und am nächsten Tage ist der Vorfall, so furchtbar tragisch
er an sich auch sein mag, vergessen. Höchstens denkt man wieder
daran, wenn nach Wochen die Zeitungen aus der Heimat, die
nähere Einzelheiten bringen, eintreffen. Kapitänleutnant von Möller
aber ist die grauenhafte Tragweite dieses Ereignisses klar. Wie
abgeschnitten ist „Tsingtau“ von der Welt, seit jenes
Unglückstelegramm eintraf. Das Hochwasser hat alle
Postverbindungen unterbrochen, die Telegraphenleitungen zerstört.
Der Kommandant sieht, wie sorglos seine Offiziere und Leute das
Leben genießen. So behält er also seine Befürchtungen noch für
sich. Nur sein Gesicht wird ernster, sorgenschwer. Ein Tag vergeht
nach dem anderen. Prall und heiß glüht die Sonne vom wolkenlosen
Himmel herunter, bescheint das deutsche Schiff in dem stillen
Flusse, das fröhliche Leben und Treiben.
Unvermittelt kommt eine Regenbö, der Ausläufer eines fernen
Gewitters, herauf, heulend fegt der Sturm heran, zwängt sich durch
das Tal und stürzt sich auf die „Tsingtau“. Ein Krachen, Splittern —
die Funkenstenge kommt, geknickt wie ein Streichholz, von oben auf
Deck herunter. Plötzlich, wie er gekommen, ist der Sturm auch weg,
und wolkenlos wölbt sich wieder der Horizont. Auf der Brücke steht
neben Leutnant zur See von Wenckstern der Kommandant und sieht
den Leuten zu, die geschäftig aufräumen.
„Na ja, da haben wir den Salat! Nun können wir hier abbauen und
uns in Wutschau eine neue Stenge kaufen,“ meint Kapitänleutnant
von Möller.
„Eigentlich schade“, erwiderte der Angesprochene. „Es war so
schön hier, Herr Kapitänleutnant! Wollen wir nicht noch etwas hier
bleiben? Ist ja auch für die Leute eine verdiente Erholung nach den
schweren Tagen im Hochwasser.“ Der Kommandant nickt
zustimmend.
„Ich hätte ihnen den Aufenthalt auch gern noch vergönnt, aber
ich weiß nicht, ich habe so eine merkwürdige Unruhe in mir, als ob
draußen in der Heimat irgend etwas los wäre.“
 „Nanu, Herr Kapitänleutnant, die einzige wichtige Nachricht war
doch wohl nur der Mord von Sarajewo?“
„Über den mache ich mir ja gerade meine Gedanken, mein
Bester. Welche Folgen kann die unselige Tat nach sich ziehen,
welche Genugtuung, was für Garantien wird und muß Österreich von
Serbien fordern? Denn daß die serbische Regierung dahinter steckt,
ist nur zu wahrscheinlich. Der Weltbrand kann daraus entstehen,
wenn ich auch im stillen hoffe, daß Rußland vor unserm Eingreifen
Respekt hat und England neutral bleiben wird, um im Trüben zu
fischen. Nein, wir wollen doch lieber morgen mittag fahren. Vielleicht
wissen die Leute in Wutschau schon Näheres!“
„Schade, Herr Kapitänleutnant! So schön ist’s hier gewesen, so
ruhig, so friedlich.“
 Krieg

Vor Wutschau rasselt der Anker der „Tsingtau“ in den Grund.

Auch hier hat das Land infolge des Hochwassers ein gänzlich
anderes Aussehen angenommen. Die lästigen Sandbänke und
seichten Ufer sind verschwunden, in majestätischer Breite wälzt der
Hsikiang seine Wasser dem Stillen Ozean zu. Diesmal braucht es
weder Loten noch Peilen, in schlanker Fahrt geht es über die vielen
Untiefen hinweg. Noch ist das Schiff nicht herumgeschwoit, als von
Land her ein Boot absetzt. Post und Telegramme kommen an Bord,
die schon tagelang hier warten und nun mit beinahe gefährlicher
Verspätung die Nachricht von der politischen Spannung in Europa
bringen. Die Zeitungen berichten bereits von Österreichs
Kriegserklärung an Serbien und von Deutschlands Nibelungentreue,
das seinen Entschluß kundgetan hat, an der Seite des Freundes und
Bundesgenossen zu fechten. Der Krieg ...
Der Schlaf floh in jener Nacht die wenigen deutschen Männer auf
dem winzigen Schiffchen mitten in China. Die Nachricht, die sonst
jedes Soldatenherz in freudige Aufregung gebracht hätte, hier wirkte
sie anders.
Da saß man nun weit, weit ab von der Heimat, auf einem
Kriegsschiff, das doch eigentlich gar kein Kriegsschiff war, mit dem
man wohl chinesische Rebellen und Räuber verscheuchen, aber
nimmer Krieg führen konnte, ein Schiff, das sich nicht einmal aus der
Dreimeilenzone hinauswagen durfte, weil es nur für die Flußfahrt
gebaut war und bei leichtem Seegange schon dem Untergange
geweiht sein mußte. Zu Hause da waren sie jetzt wohl begeistert, da
brauste das „Deutschland über alles“, „Die Wacht am Rhein“ und
„Haltet aus“ in die Lüfte. Hier durfte man das nicht, hier im neutralen
Lande mußte man ruhig scheinen und seinen Grimm in sich
hineinfressen. Zu Hause, da zogen sie jetzt hinaus in Feindesland,
da jubelten sie ihrem Kaiser zu! Hier durfte man das nicht ... Die
Brüder und Verwandten, die Kameraden bereiteten sich jetzt wohl
schon auf den langerwarteten Kampf gegen den Feind, gegen das
Volk, für das unsere Flotte nur „Willys Spielzeug“ war, vor: gegen
England! — Gegen England? — — Da wären also die Männer, mit
denen man vor wenigen Wochen noch an einem Tisch saß, die so
gern der deutschen Kameraden Gastfreundschaft genossen — —
Feinde? Gerade die, mit denen man draußen so gern umging, weil
man bei ihnen das meiste Verständnis fand! — — Auf die soll man
also jetzt schießen, sie vernichten und töten? Die Kameraden von
gestern. —
Das schöne Hongkong. — Der Peak — die Bowenroad, mit ihrem
wundervollen Blick auf den Hafen — Happy Valley. Abends dann der
Klub, das nette Familienleben! Nicht nur bei den Deutschen. Da war
in Hongkong ein Mädel, ein liebes, süßes, kleines Mädel,
gertenschlank, mit blonden Haaren und blauen Augen, das noch
kurz vor der Abfahrt gesagt hatte, es dächte viel an das „Little
german boat“, — das war ja nun auch wohl Feindin?
Der nächste Morgen sieht die „Tsingtau“-Leute bei harter Arbeit.
In aller Eile müssen die Vorräte des Schiffes aufgefüllt, Kohlen,
Proviant und sonstiges Material an Bord geschafft werden, um allen
Zufälligkeiten begegnen zu können. Der an Land wohnenden
Europäer hat sich seit mehreren Tagen schon eine gewisse
Aufregung bemächtigt, alles spricht vom Krieg, nicht offen, hinter
allen Äußerungen aber birgt sich die Befürchtung, daß er seine
furchtbare Wirkung auch auf das Wirtschaftsleben ausdehnen
würde, daß zahllose alte Handelsbeziehungen, die im Laufe der
Jahre gute Freundschaften geworden waren, mit einem Schlage
zerschnitten würden. Es ist wohl ausgeschlossen, daß der Krieg
selbst hier nach China übergreift. Sein Ausgang wäre später
vielleicht von einer gewissen Bedeutung für das Land, da könnte die
Pénétration Pacifique vom Süden vordringen, oder der
rassenverwandte Japaner würde vielleicht versuchen, weitere
Absatzgebiete an sich zu reißen, wenn er nicht schon vorher in