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These conclusions are part of a presentation I delivered on crisis communication. You can find the presentation at

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  1. 1. Lost Missiles, Lost Messages Conclusions A supplement to study’s research proposal, which is also attached to the presentation
  2. 2. Crisis Communication • AFDD 2-5.3 emphasizes the important relationship between the Air Force and its stakeholders – Communication efforts bolster those relationships – Openness and transparency are necessary • In this case, policy got in the way of openness – “Neither confirm nor deny” • Maj. Gen. Newton exhibited stereotypical hostility toward media in press conference
  3. 3. Capabilities for Crisis Communication • In a crisis, normal rules no longer apply – Adaptability is required • HRO concept – Deference to expertise • Did leaders listen to recommendations from AFDD 2-5.3? – Decentralized decision-making authority • Who was choosing the key messages? – Evidence of organizational learning • Air Force got out ahead of the Taiwan incident
  4. 4. Effects on Air Force • Highest-ranking leaders fired • Strained relationship with key stakeholder groups – Congressional leaders – Local citizens/general public • Procedural changes implemented • Elite certifications revoked • Heightened media scrutiny
  5. 5. Discussion • Could an effective crisis communication plan have prevented any of these adverse outcomes?