Once the framework of the crisis communication plan and been drafted, vetted, and chosen; the next step is to decide on an appropriate theory or crisis management that will be put into effect by the communications plan. As an automaker, in a highly competitive market yet with a strong brand known across the globe, it should be clear that Volkswagen is particularly tied to their public image. In other words, Volkswagen is concerned with the “perceptions of” itself “as a communicative entity that are shared by an audience” (Benoit & Hanczor, 1994). That audience being not only the car-buying public and anyone that is interested in protecting the environment, and corporate social responsibility.
The image restoration theory one strategy of crisis management has been shown to be especially useful to high profile organization and individuals, such as movie stars and professional athletes, that find themselves in the midst of a crisis and needing an effective communicative response (Selzer, 2013). Accordingly, the most appropriate and relevant crisis management theory to incorporate in the case is the image restoration theory (Holtzhausen & Robert, 2009).
The image restoration was a theory were the focus is to provide an effective response to a crisis situation that leads to a perception among the relevant stakeholders that the individual or organization in crisis’ reputation has been damaged. Accordingly, the basis of a need for image restorations rest on two elements, namely: (1) an act that is perceived to be offensive has occurred, and (2) the organization in question is responsible for the act (Benoit, 1995). In this case, those elements exist. The offensive act is the knowing installation of manipulative software in a significant portion of its cars in order to allow them to escape the strict environmental standards of the European and American markets. The second element is that Volkswagen Australia’s parent company is accused of have ordered the installation of the software.
If these two elements are satisfied, as they are in the case, there are several options that an organization can take under an image restoration theory. Those options include: (1) denial, (2) evasion of responsibility, (3) reduction of offensiveness, (4) corrective action, and (5) mortification (Benoit, 1995) These options can be taken separately or combine with one another depending on the circumstances of the crisis and the goals of the image restoration. In this specific case, the relevant options include mortification and corrective action. Mortification can take the form of an apology, admission of fault, asking for forgiveness. Corrective action can be accomplished by promises to resolve to problem or actual steps taken to resolve the problem.
Once a decision on proceeding with an image restoration theory, and implementation of one or more of the image restoration options, has been made; the options need to be integrated into the communication crisis management plan (Hansen-Horn & Neff, 2008). Generally, this should include identifying the nature of the crisis, identifying the relevant audiences, and implemented the chosen image restoring options.
A possible application based on this case might start as soon as the news of the software installation was published. The fact one of the largest, best known, and generally considered ethical automakers has been shown to have lied, committed fraud, and violated their own environmental claims suggest that the nature of the crisis will be catastrophic for the reputation of the company. The only effective response would be one that is as significantly good as the problem was bad. Second, since the relevant audience, includes a broad range of stakeholders across the world, the response must come from a sufficiently senior member or members from the staff.
Accordingly, an appropriate image restoration response might include and initial apology, admission of fault, and asking for forgiveness from all of the most senior leaders. Next, an announcement stating that the issues will be thoroughly and transparently investigated internally must be made. If the authorities state that they want to perform an outside investigation, then the company must state that it will provide any and all assistance necessary to allow for the full outside investigation. Once an internal investigation is complete, it must be made public. Finally, based on the investigation, resolutions must be made and announced. Those resolutions can include voluntary agreement to pay a fine, payment to have the software removed and replaced with working software, and the resignation of relevant leaders and staff connected with the issue.
References
Benoit, W. L. & Hanczor, R.S. (1994). The Tonya Harding controversy: An analysis of repair strategies. Communication Quarterly, 42. 416-433
Benoit, W. L. (1995). Accounts, excuses and apologies: A theory of image repair strategies. Albany, NY: State University of New York Press.
Hansen-Horn, T.L. & Neff, B.D. (2008). Public relations: From theory to practice. Boston, MA: Pearson Education, Inc.
Holtzhausen, D.R. & Roberts, G.F. (2009). An investigation into the role of image repair theory in strategic conflict management. Retrieved from http://academic.csuohio.edu/kneuendorf/c63309/ArticlesFromClassMembers/Paul.pdf
Selzer, J.H. (2013). Pay for play: Analysis of the image restoration strategies of high profile college athletes. Elon Journal of Undergraduate Research 4(2). Retrieved from http://www.studentpulse.com/a?id=820
