Book Review: "Glass Jaw"
Toggle navigation MENU. Email Address. Review Posted Online: Aug. Kirkus Reviews Issue: Sept. Email address:. Please provide an email address. Categories of Interest: Select All. Current Affairs. And should politicians really be bringing their spouses out on stage for those sex-scandal pressers? What are some examples of this in your profession? Toyota got hit very badly , GM got hit very badly. You have this lean finely textured beef—it became known as Pink Slime. In an instant these targets go down.
Social media is dispersive and what I do is containment driven. MJ: In the book, you also point out that we treat scandals as a kind of spectator sport.
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But was that not always the case? ED: Now you have the crisis and then you have the farce.
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The new playbook of crisis management is that there is no playbook, because why would the biggest, richest institutions and individuals in the world consistently botch their crises if there were a playbook? You now have shows like Scandal and Ray Donovan where the spin doctor is one part magician and one part criminal.
The industry is really not that impressive. Which shocks people. Not everybody has a good side of the story.
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Another example is over-responding. An average case of mine these days is five moms on Facebook holding a conglomerate hostage. In fact, I argue very strongly in the book that social media is the problem, not the solution, in crisis management. People mistake their love of the technology for it being a solution.
And the PR industry often recommends tactics for which they can bill, which is good for them but not good for the client. MJ: In this era of Twitter lynchings, when should the subject of a scandal lay low and when should he push back? The problem with social media is that people respond therapeutically.
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It is therapeutic to hit back against your enemies, but it is not necessarily strategically wise. McDonalds and JPMorgan opened up Twitter conversations that were taken over instantly by their detractors. People in my industry would like people to believe we have ways to control it. In what sense? Most crises are not resolved through rhetoric. They are resolved through operations.
In a prior book, a few years before the BP spill, I pointed out that if there was ever a spill, there would be hell to pay.
MJ: Have you ever found yourself counseling someone you know has done something very wrong? And in such a situation, do you view yourself as a defense lawyer of sorts? I turn down business constantly. A few years ago, a company had a fire. Dangerous waste was dumped into a river. But I made mistakes: When I was in my 20s, a client had a safety issue. I looked like the Machiavellian spin doctor. For example, I do a lot of pharmaceutical work. I have clients whose drugs have side effects.
Book Review: Strategies for Surviving Scandal in the Internet Age
I am unapologetic about working with companies that I believe have fundamentally good products. Imprint Twelve. In GLASS JAW, he analyses controversy and scandal from the perspective of the truth-telling crisis management veteran to demystify the paper tiger 'spin' industry, offering lessons learned, crucial corrective measures, and counter-intuitive insights, such as: - How there really is no getting ahead of a bad story - The art of public apology - Why a crisis is not an opportunity and Hemingway's Old Man and the Sea is the I Ching of crisis management because the old man survived and nothing more - The problem with 'getting it all out there' and The Nixon Fallacy: if only he had just said 'I screwed up,' the whole thing would have gone away - not a chance - Why are you the enemy: the self sabotage of technology, cameras, tweets and emails.
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