The crisis with no name: Defining the interplay of culture, ethnicity, and race on organizational issues and media outcomes

Abstract

This study is the first to provide best practices exclusively for communication about crises that involve issues of culture, ethnicity, and/or race from expert crisis managers' perspectives. Using complexity theory as a framework, this study provides an in-depth, theoretically grounded understanding of managing issues and crises involving culture, ethnicity and/or race through the experiences of 34 senior crisis communicators. Complex insider perspectives suggest that responsibility for crisis management must move beyond any managerial bias to become more organic, normative, inclusive, and community spirited. First, issues and crises involving culture, ethnicity, and/or race are defined, laying a foundation for future theory development on ways these issues can become or exacerbate crises. Second, research participants’ stories coalesce to produce best practices and a useful decision-making framework for practical application in organizations.

Keywords:

• Crisis Communication
• Crisis Management
• Complexity Theory
• Relational Management
• Emotional Intelligence

Acknowledgments

The authors thank the Consortium on Race, Gender, and Ethnicity and the Maryland Population Research Center at the University of Maryland for funding the study through a seed grant.

Additional information

Notes on contributors

Brooke Fisher Liu

Brooke Fisher Liu is at University of Maryland. Donnalyn Pompper is at Temple University

Donnalyn Pompper

Both authors contributed equally to the manuscript