Situational Crisis Communication Theory (SCCT) is a key framework for managing organizational crises. It categorizes crises based on responsibility, guiding appropriate responses. SCCT helps organizations match their strategies to crisis types and stakeholder perceptions.

SCCT emphasizes the role of attribution in crisis management. It explores how factors like intentionality and controllability influence stakeholder reactions. The theory provides strategies for rebuilding reputation and managing stakeholder relationships during crises.

Crisis Fundamentals

SCCT Framework and Crisis Types

• Situational Crisis Communication Theory (SCCT) provides a framework for understanding and managing organizational crises
• SCCT categorizes crises into three main types based on attributions of responsibility:
  • Victim crises: Organization has little to no responsibility (natural disasters, workplace violence)
  • Accidental crises: Organization has low responsibility (technical errors, product harm)
  • Preventable crises: Organization bears high responsibility (human error, organizational misdeeds)
• Crisis types influence stakeholder perceptions and guide appropriate response strategies
• SCCT emphasizes the importance of matching crisis response strategies to the level of crisis responsibility

Crisis Responsibility and Attribution

• Crisis responsibility refers to the degree to which stakeholders hold an organization accountable for a crisis
• Factors influencing crisis responsibility include:
  • Intentionality: Whether the crisis was deliberate or accidental
  • Controllability: The organization's ability to prevent or mitigate the crisis
  • Locus of control: Internal (organization) vs. external (environmental) causes
• Attribution theory underpins SCCT, explaining how people assign blame and responsibility in crisis situations
• Higher levels of attributed responsibility typically lead to more negative stakeholder reactions and reputational damage

Crisis Response Strategies

• SCCT outlines various response strategies organizations can employ during crises:
  • Denial strategies: Attempt to remove any connection between the organization and the crisis (attack the accuser, denial, scapegoating)
  • Diminish strategies: Aim to minimize organizational responsibility or the perceived severity of the crisis (excusing, justification)
  • Rebuild strategies: Seek to improve the organization's reputation through positive actions (compensation, apology)
  • Bolstering strategies: Remind stakeholders of past good works or praise them for their support (ingratiation, victimage)
• Strategy selection depends on crisis type, attributed responsibility, and organizational factors
• SCCT recommends using more accommodative strategies as crisis responsibility increases

Organizational Factors

Reputation Management and Crisis History

• Organizational reputation represents stakeholders' cumulative evaluation of an organization over time
• SCCT posits that a strong pre-crisis reputation can act as a buffer during crises, mitigating negative impacts
• Reputation management strategies in SCCT include:
  • Consistency in messaging and actions
  • Transparency in communication
  • Demonstrating accountability and learning from crises
• Crisis history plays a crucial role in SCCT:
  • Organizations with a history of similar crises face increased reputational threat
  • Repeat crises suggest systemic issues, leading to higher attributions of responsibility
  • SCCT recommends more accommodative strategies for organizations with negative crisis histories

Prior Reputation and Relationship History

• Prior reputation influences stakeholder perceptions and reactions during crises:
  • Positive prior reputation can create a halo effect, leading to more favorable interpretations of crisis events
  • Negative prior reputation can exacerbate the impact of crises, requiring more intensive reputation repair efforts
• Relationship history between the organization and its stakeholders affects crisis outcomes:
  • Strong, positive relationships can enhance stakeholder support during crises
  • Negative relationship history may amplify criticism and skepticism towards crisis response efforts
• SCCT advises organizations to invest in building and maintaining positive reputations and relationships as a form of crisis preparation

Stakeholder Considerations

Stakeholder Perceptions and Emotions

• SCCT emphasizes the importance of understanding and managing stakeholder perceptions during crises
• Key factors influencing stakeholder perceptions include:
  • Information sources and framing of crisis events
  • Personal experiences and biases
  • Cultural and social contexts
• Emotional responses of stakeholders play a significant role in crisis outcomes:
  • Anger often leads to negative behavioral intentions towards the organization
  • Sympathy can result in more supportive stakeholder actions
• SCCT recommends tailoring crisis communication to address both cognitive and emotional stakeholder responses

Attribution of Responsibility and Stakeholder Reactions

• Stakeholders' attribution of crisis responsibility significantly impacts their reactions and behaviors
• Factors affecting stakeholder attribution processes:
  • Perceived organizational control over the crisis
  • Consistency of crisis with past organizational behavior
  • Distinctiveness of the crisis event
• SCCT predicts stakeholder reactions based on attributed responsibility:
  • High responsibility attribution leads to more negative reactions (boycotts, negative word-of-mouth)
  • Low responsibility attribution may result in neutral or even supportive stakeholder behaviors
• Organizations must actively manage stakeholder attributions through strategic crisis communication and actions
• SCCT advocates for aligning crisis response strategies with stakeholder attributions to effectively protect organizational reputation and stakeholder relationships