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Media Coverage Of Crises Faced By Higher Education


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The basis for my dissertation, this presentation outlines the research and realities post-secondary institutions (colleges and universities) encounter when facing a crisis or controversy.

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Media Coverage Of Crises Faced By Higher Education

  1. 1. 1. Background <ul><li> “ If there was a better, more effective, or in fact any other way of visiting some penalty befitting their participation upon the little Eichmanns inhabiting the sterile sanctuary of the twin towers, I’d really be interested in hearing about it.” </li></ul><ul><li>  </li></ul>
  2. 2. 2. Background  <ul><li>&quot;Before and after the shootings at Virginia Tech, the Education Department made more room for disclosures of student information, but the new regulations go further. They strike the 'strict construction' standard that, in existing regulations, had defined an emergency. Under the new rules, colleges may disclose information about someone 'if there is an articulable and significant threat to the health or safety of the student or other individuals'&quot;  </li></ul>
  3. 3. 3. Background  <ul><li>&quot;Two tales of Mr. Summers’ short-lived tenure as president emerge. One is of a brash, imperious leader who ran roughshod over the nation’s most-lauded faculty and got what he deserved…. The other is a tale of how a small group of professors, feeling threatened by the president’s hard questions, conspired to force him out.” </li></ul>
  4. 4. 4. Background <ul><li>The allegations led to the indictments of three players, who are white, and “ultimately exposed prosecutorial misconduct, a rush to judgment, and simmering tensions of class, race, privilege, and gender.”  </li></ul>
  5. 5. Media Coverage of Crises Faced by Post-Secondary Institutions Bob Conrad
  6. 6. Chapter 1 <ul><li>Business </li></ul><ul><ul><li>sales of a product </li></ul></ul><ul><ul><li>customer relationship management </li></ul></ul><ul><ul><li>brand development </li></ul></ul><ul><ul><li>product development </li></ul></ul><ul><ul><li>shareholder relations </li></ul></ul><ul><li>H.E. </li></ul><ul><ul><li>degree attainment </li></ul></ul><ul><ul><li>research productivity </li></ul></ul><ul><ul><li>athletic achievement </li></ul></ul><ul><ul><li>student development </li></ul></ul><ul><ul><li>service and outreach </li></ul></ul><ul><ul><li>shared governance </li></ul></ul><ul><ul><li>academic freedom </li></ul></ul>
  7. 7. Chapter 1 <ul><li>Crisis:  </li></ul><ul><li>&quot;state of uncertainty resulting from an event that disrupts an organization’s normal activities&quot; </li></ul><ul><li>-Ho & Hallahan, 2004 </li></ul>
  8. 8. Chapter 2 <ul><li>Crisis Communications Research </li></ul><ul><ul><li>Organizational response strategies </li></ul></ul><ul><ul><li>How news media frame crises </li></ul></ul><ul><ul><li>How audiences perceive crisis events </li></ul></ul><ul><ul><li>Emerging trends in crisis reponses </li></ul></ul>
  9. 9. Chapter 2, Responses <ul><ul><li>Nonexistent </li></ul></ul><ul><ul><li>Distance </li></ul></ul><ul><ul><li>Ingratiation </li></ul></ul><ul><ul><li>Mortification </li></ul></ul><ul><ul><li>Suffering </li></ul></ul><ul><li>Ingratiation and mortification are most common and help build organizational reputation. </li></ul><ul><li>Also important </li></ul><ul><ul><li>Consistent messaging </li></ul></ul><ul><ul><li>Legal versus PR (legal is more common) </li></ul></ul><ul><ul><li>Mixed strategies </li></ul></ul>
  10. 10. Chapter 2, responses <ul><li>Conclusions </li></ul><ul><ul><li>Effectiveness of PR v. legal strategies </li></ul></ul><ul><ul><li>Consistency </li></ul></ul><ul><ul><li>Media type </li></ul></ul><ul><ul><li>Strategies employed by crisis type </li></ul></ul>
  11. 11. Chapter 2, media <ul><li>Media bias </li></ul><ul><ul><li>Eyewitness fallacy </li></ul></ul><ul><ul><li>User/mis-use of stats </li></ul></ul><ul><ul><li>Confirmation bias </li></ul></ul><ul><ul><li>Misperception of risk </li></ul></ul><ul><ul><li>Misinterpretation of regression </li></ul></ul><ul><ul><li>Illusory correlation </li></ul></ul><ul><ul><li>Attribution errors </li></ul></ul>
  12. 12. Chapter 2, media <ul><li>Framing </li></ul><ul><ul><li>Human interest </li></ul></ul><ul><ul><li>Conflict </li></ul></ul><ul><ul><li>Morality </li></ul></ul><ul><ul><li>Economic </li></ul></ul><ul><ul><li>Attribution of responsibility </li></ul></ul><ul><li>Who is responsible? Depends on who's on top! </li></ul>
  13. 13. Chapter 2, audiences <ul><li>Influences </li></ul><ul><ul><li>Direct experience </li></ul></ul><ul><ul><li>Use of logic </li></ul></ul><ul><ul><li>Cultural values </li></ul></ul><ul><ul><li>Cognitive dissonance </li></ul></ul>
  14. 14. Chapter 2, audiences <ul><li>Unlike the lower animals, whose cognitive powers have always been relatively deficient, we have created our own deficiency by constructing a radically more complex world. The consequence of our new deficiency is the same as that of the animals’ long-standing one: when making a decision, we will less frequently engage in a fully considered analysis of the total situation. In a response to this “paralysis of analysis,” we will revert increasingly to a focus on a single, usually reliable feature of the situation. </li></ul><ul><li>     - Cialdini </li></ul>
  15. 15. Chapter 2, audiences <ul><li>Other variables </li></ul><ul><ul><li>Leadership style </li></ul></ul><ul><ul><li>Blame </li></ul></ul><ul><ul><li>Reputation </li></ul></ul><ul><ul><li>Severity </li></ul></ul>
  16. 16. Chapter 2, next <ul><li>1. Emerging trends (new media & tech.) </li></ul><ul><li>2. H.E. crisis research </li></ul>