J201: Section 304
October 28, 2013
In his article on crisis management, Peter S. Goodman (2010) describes the situations Toyota, BP, and Goldman Sachs found themselves in during their extreme image crises. Goodman (2010) looks at each case individually and describes what went wrong and what the company possibly could have done better. He also, however, provides input from contributors who believe that it is possible the situations were so bad, that nothing these companies could have done would have fixed their problems. For example, " Eric Dezenhall, a communications strategist in Washington who worked in the White House for President Ronald Reagan, argues that the standard playbook is useless when the facts are sufficiently distasteful" (Goodman, 2010). Goodman (2010) ends the article on neutral ground, stating that these companies definitely made mistakes in their crisis management, the same ones in fact, but that the companies may have known that their options for management were poor from the start and there was not much they could do besides getting back to business.
Peter Goodman is currently the executive business editor of the Huffington Post, but in the past he has worked for many different newspapers including The New York Times and The Washington Post. Goodman specializes in writing on economics and finance and often writes about economic security and sources for quality jobs. He has also written a book titled PAST DUE: The End of Easy Money and the Renewal of the American Economy which focuses on the breakdown in American economic life and ways to stimulate the economy.
Goodman grew up in New York City and went to school at Reed College. Outside of the United States, he has spent time working in Japan, Southeast Asia, and China. While abroad, Goodman traveled around Asia, Europe, the Middle East, and Africa. During his time overseas, Goodman studied and explored China's unique economic system in great detail.
Goodman's article, "In Case of Emergency: What Not to Do" (2010), appeared in The New York Times during his time of employment there. The New York Times is one of the most respected newspapers around the world and is known to be reliable and credible. Because the article appears in such a highly respected news source, it is possible that it reached a broad range of audience. The article is written in an academic fashion, with many sources, which reflects the style of The New York Times. The article is also straight forward and easy to follow, which makes it understandable to many audiences. Where the article appears on The New York Times website, it would appear that commenting is not available.
Goodman's article presents views on publicity crises situations that are easy to relate to and understand. Readers of the article are also consumers and can identify with reactions to these crises and confirm their feelings on the issues and how the companies handled them. Along with being highly relatable, the article also offers opinions of many sources including spokespeople of the companies themselves to give us a better understanding of the companies' views and tactics on the crises. On top of that, the article was published in one of the top newspapers in the world, which in itself gives the article large credibility. Overall, it would seem the article provides accurate and reliable insight into crisis management situations.
Goodman, P. S. (20120, August 22). In Case of Emergency: What Not to Do. The New York Times. Retrieved from http://query.nytimes.com/gst/fullpage.html?res=9A00E2DB1230F931A1575BC0A9669D8B63&ref=petersgoodman
Peter S. Goodman. (2010). Retrieved October 27, 2013 from http://www.petersgoodman.com/PSG/About.html