Surviving the Conflict of Self-Inflicted Organizational Crises

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Author(s): Andrew S. Pyle (Clemson University, USA)
Copyright: 2016
Pages: 18
Source title: Handbook of Research on Effective Communication, Leadership, and Conflict Resolution
Source Author(s)/Editor(s): Anthony H. Normore (California State University Dominguez Hills, USA & International Academy of Public safety, USA), Larry W. Long (Illinois State University, USA & International Academy of Public Safety, USA)and Mitch Javidi (North Carolina State University, USA & International Academy of Public Safety, USA)
DOI: 10.4018/978-1-4666-9970-0.ch008

Keywords: Administration & Leadership / Business & Management / Business and Organizational Research / Business Science Reference

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Abstract

Social media platforms provide channels for both individuals and organizations to engage with global audiences. A successful social media message can reach millions, and shape the way publics view a particular person, group, or cause. As organizations become more engaged with publics through social media platforms, a new area of organizational risk has also developed. It is possible for an organization to create a self-inflicted crisis through the unintentional transmission of a poorly worded or ill-conceived social media message. This type of self-induced crisis event creates organizational conflict that must be managed quickly. This chapter explores three cases of organizational conflict resulting from self-inflicted crisis events. All three events caused major conversations to erupt on social media platforms. The author examines the social media-based communication practices of three organizations and draws lessons from both successes and failures for how organizations should respond to self-inflicted crises.

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