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Extra info for Crisis Management by Apology
This occurs because the “perception [of the act’s meaning] is dependent on an assessment of intent and is necessarily subject to reappraisal” (Goffman, 1971, p. 110). As noted earlier, the law regularly distinguishes guilt and subsequent punishment based 26 CHAPTER 2 on intention. Consequently, those unable to deny committing an act are nonetheless likely to argue that they did not deliberately commit the wrongdoing—and by doing so they lessen their guilt and responsibility (Ware & Linkugel, 1973).
Functional publics such as consumers and diffused publics such as angry communities, as well as members of the media, tend to get agitated during a crisis and put organizational activities under a microscope, daily subjecting an organization to criticism, hostility, and negative media coverage. Customers make purchasing decisions in response to what they perceive to be immoral or unethical organizational actions. Critical media review daily organizational statements and find them lacking. All of this constant barrage of criticism results in significant and ongoing damage to an organization’s image.
In this way, “purity” is achieved or restored and the party to whom the guilt has been transferred, which has become the “essence” of evil, is able to be cut off from the rest of the congregation (Burke, 1969). Apologists rhetorically use scapegoating through individual/group dissociations. In such instances, a division is made by which guilt is transferred from the many to the one. Organizationally, individual/group dissociations occur when the single concept of a company is bifurcated into multiple divisions by virtue of a reference to its subsidiaries or simply the large numbers of people who work there.