Final stage development of the Integrated Crisis Mapping (ICM) Model in crisis communication: The myth of low engagement in crisis

• Main Authors: PANG, A., JIN, Yan, CAMERON, Glen T.
• Format: text
• Language: English
• Published: Institutional Knowledge at Singapore Management University 2009
• Subjects: Business and Corporate Communications; Organizational Communication
• Online Access: https://ink.library.smu.edu.sg/lkcsb_research/6093; https://ink.library.smu.edu.sg/context/lkcsb_research/article/7092/viewcontent/Are_we_still_glamorous.pdf
• Institution: Singapore Management University

Extending current theories in crisis communication, the authors have developed a more systemic approach to understanding the role of emotions. The Integrated Crisis Mapping (ICM) model is based on a public-based, emotion-driven perspective where different crises are mapped on two continua, the organization’s engagement in the crisis and primary public’s coping strategy. This final-stage testing, representing the sixth in the series, found that even though organizations need not be highly engaged in crises relating to human resource, transport failure and security issues, they were galvanized to engage in action-based stance by situational factors like external threats. The fact that the publics experience a diversity of emotions ranging from anxiety, sadness to anger could mean that organizations could not afford to be in a position of low engagement. Perhaps low organization engagement is a myth that needs to be dispelled. Where people’s emotions are at stake, there is the constant need to be seen to engage and connect with them. The findings, while still very much exploratory, suggest theoretical rigor in the model, with room for further refinements to generate what Yin (2003) termed “analytic generalization” (p. 33) for the ICM model.