by Keith Michael Hearit , which provides a comprehensive framework for navigating organizational crises using theoretical insights and practical case studies.
: Strategic guides to ensure consistent messaging across all channels. by Keith Michael Hearit , which provides a
The text applies several critical theories to evaluate how organizations respond to "atypical situations," especially those of their own making: Theory in action: According to Benoit’s Image Restoration
This section would include a bio of the author, credentials, and a prompt to subscribe to a newsletter for weekly case study breakdowns. by Keith Michael Hearit
Theory in action: According to Benoit’s Image Restoration Theory, Boeing initially used (claiming faulty sensors and foreign pilot error) and provocation (blaming regulators). When evidence of internal design shortcuts emerged, stakeholders rejected these strategies. Boeing then shifted to corrective action (grounding the fleet, software fix) but delayed mortification (full apology and executive accountability) for over a year. The result: prolonged reputational damage and congressional hearings. This case demonstrates that for preventable crises , evasion of responsibility is almost always counterproductive. Mortification + corrective action must be simultaneous, not sequential.
When cyanide-laced Tylenol killed seven people in Chicago, J&J was technically a victim of product tampering. However, they didn't rely on the "we didn't do it" defense. They recognized that while they weren't legally responsible, they were morally responsible to the consumer.