ABSTRACT
This chapter examines different dominant research lines that emphasize the importance of repairing an organization’s image following a crisis. It presents the theoretical components of organizational renewal. After articulating the vision for renewal, the chapter examines two case studies. The first case study, Hurricane Katrina, illustrates how a discourse focused on image and blame emerged following that crisis and stifled renewal. The second case examines a more optimistic and renewing discourse following extensive flooding in North Dakota in 2006. The crisis situation ends when immanent danger and crisis escalation diminish. At this time, during the post-crisis phase, the primary communication focus shifts from the short term efforts to diffuse harm to reflection and long-term corrective action. Issues of race, class, and poverty came to the forefront and became a significant component of the post-crisis communication. The chapter concludes with implications for post-crisis communication.
