ABSTRACT
Complex and challenging crises are increasingly common. This chapter intertwines academic and trade literature with author observations and illustrations from the career of C. Richard Yarbrough to bring the literature and observations to life. Definitions of crises are evolving. In addition to being significant, negative, and unexpected, they are multi-faceted, create uncertainty, and can threaten both an organization’s public image and its reputation long-term. It is essential for public relations to be part of the executive decision-making process at all times, and without question during a crisis. Public relations practitioners have to earn and maintain the right to be part of the dominant coalition within an organization. This chapter and book make the case that better crisis communication practice and scholarship will be the outcome if professionals and academic researchers can come together and collaborate on research of common interest. There are several ways of doing this. One example is the University of Georgia Crisis Communication Think Tank. Academics should be developing theories and frameworks that recognize the challenges brought about by uncertainties and competing stakeholder and affected public needs, priorities, and values.
