Logos team blog posts

Logos Institute for Crisis Management and Executive Leadership director Helio Fred Garcia and senior fellows Holly Helstrom and Adam Tiouririne taught a two-day master class on crisis communication best practices in partnership with Public Relations Society of America. This year’s master class took place in Seattle and drew nearly 50 participants from a diverse array of industries, including national forest and parks services, transportation authorities, academia, tourism, politics, and consumer goods.

The first day of the two-day master class began with Fred establishing the core principles of effective crisis communication and response, including the etymology of the word ‘crisis’ from the ancient Greek word ‘krisis’, connoting ‘choice’ and the importance of making wise choices based on the proper criteria. Key criteria Fred shared with the class included the Defining Question of crisis response, which guides all decision-making from the perspective of reasonable stakeholders, as well as the Golden Hour Principle, which illustrates how incremental delays in response time carry a greater-than-incremental impact on an organization’s ability to recover from a crisis.

The first day concluded with Holly guiding a discussion on the significant role social media plays in this day and age in crisis response efforts. She enumerated the defining elements of social media that can pose a significant threat to organizations and their reputations during times of crisis but can also be utilized by organizations to help with their crisis response efforts, even helping to enhance their reputations in some cases. A number of case studies were presented to bring these principles to life, including a case study on the #DeleteUber crisis illustrating stakeholders’ high expectations for a timely response in the social media age, and the #CrockpotIsInnocent case to demonstrate how a clever, timely, and personable response to crises (where actual loss and suffering are not present) can enhance corporate reputation.

The second day was devoted to the significance of language in effective crisis communication, led by Adam, who served as the political language analyst for Bloomberg during the 2016 presidential election cycle. He led the room through a fascinating lesson exploring the mechanisms of human understanding and how these mechanisms can be harnessed to move stakeholder audiences in the desired direction. He gave a compelling analysis of the 2016 presidential candidates’ word choices and what these word choices reveal about the speaker. His analysis found that simple, emotive, and personal words, as opposed to complex, neutral, and abstract words, are more persuasive and memorable.  Students also learned about the significance of operational readiness in effective crisis response, specifically the importance of role and process clarity in response efforts and how to build an optimal crisis response team.

Logos Institute will partner with PRSA again beginning in the Fall to deliver a seven-week online master class on crisis communication, taking a deeper dive on some of the topics described above in addition to covering others like storytelling and how to get buy-in from lawyers.

Logos Institute for Crisis Management and Executive Leadership Press published on Thursday June 6 the second title in its Best Practices Series, Five Frequencies: Leadership Signals that turn Culture into Competitive Advantage by Jeff Grimshaw, Tanya Mann, Lynne Viscio, and Jennifer Landis.

Five Frequencies is a practical guide for leaders from all industries on how to transform the internal culture of their organizations by being intentional about five leadership behaviors, or Five Frequencies, that transmit powerful messages to the leader’s audience that shape internal culture. The book is brimming with insightful anecdotes from real-world leaders who can attest to the efficacy of the Five Frequencies and who the authors have worked with over their 20+ years of consulting on internal strategic communication and culture change. In the spirit of the Logos Institute Best Practices Series, the book offers actionable, easy-to-follow tools, called ‘Signal Boosters’ in the book, that readers can begin applying immediately.

The authors are principals at Philadelphia-based strategic communication firm MGStrategy, with an international presence having worked with clients in more than 30 countries across six continents. They advise leaders and organizations on organizational strategy and effective culture change across an equally impressive variety of industries, including but not limited to health care, energy, higher education, finance, and manufacturing.

The Logos Institute for Crisis Management and Executive Leadership stands at the intersection of scholarship and practice, providing rigorous analysis and practical application of key leadership principles. It is in this same spirit that the Logos Institute Best Practices Series showcases conceptual frameworks that help clarify complex issues, combined with insightful case studies, examples, and actionable tools, tips, and techniques that help leaders make smart choices and build competitive advantage.

Kristin Johnson

Logos Consulting Group and Logos Institute for Crisis Management and Executive Leadership senior vice president and COO Kristin Johnson was featured on the popular public relations podcast, ‘Flack Pack,’ as part of a summer school series addressing themes in public relations. Kristin is the co-author of the book, “How to Succeed in a PR Agency: Real Talk to Grow Your Career & Become Indispensable,” and shares with Flack Pack host Robert Johnson the inside scoop for growing and nurturing a successful career in a public relations agency.

Conversations on how to achieve a successful career in public relations are top of mind for many young professionals, who seek to enter the growing industry. LinkedIn lists more than 12,000 PR companies in its U.S. database. There are estimates that about 93-thousand people work in those firms. New York University’s School of Professional Studies, where Kristin has taught since 2014, celebrated this 2019 academic year more than 150 graduates earning a master’s degree in public relations and corporate communication. Kristin takes joy in sharing her experience and knowledge to help others.

Be a part of the discussion! The podcast interview – S2: E21 “PR Cheat Sheet” – can be accessed on https://www.flackpack.us. Kristin’s interview starts at 14:00.

 

On Thursday, May 23rd, Logos Institute for Crisis Management and Executive Leadership hosted more than 60 NYU graduates, alumni, faculty, friends and family for a celebratory reception in honor of Carmella Glover, the 2019 recipient of the Rising Leader Award, and the culmination of another successful academic year.

This is the fifth year Logos Institute has hosted a graduation reception for the NYU community.

The Institute honors distinguished leaders in the strategic communication field each year with the Outstanding Leader Award for established industry veterans and the Rising Leader Award for exceptional newcomers to the profession. More specifically, the Rising Leader Award honors new professionals, recent graduates, and students for their extraordinary leadership potential and demonstration of excellence in their work that offers meaningful contributions to the strategic communication profession.

2019 Rising Leader Award recipient Carmella Glover and Professor Helio Fred Garcia

Carmella graduates this week from New York University’s M.S. degree program in public relations and corporate communication (PRCC), which was co-founded by Logos Institute executive director Helio Fred Garcia. Carmella holds a Bachelor of Science degree in chemical engineering and a minor certificate in business management from New Jersey Institute of Technology. While earning her master’s degree at NYU part-time in only two years with an exceptional academic record, Carmella also worked full-time for L’Oréal USA Luxury Cosmetics as a Senior Launch Manager in Luxury Cosmetics Supply Chain. Despite the demands one might expect with full-time work and part-time school, Carmella committed to contributing to her class and program. She served as a chairperson on the NYU PR League Board and made it a point to get to know her classmates, faculty, and administration. In recognition of her academic commitment and school involvement, Carmella was selected to be the School of Professional Studies student graduation speaker.

The celebratory event also honored recent NYU graduates, many from NYU’s School of Professional Studies PRCC program. This is the fifth year the Institute has hosted the event, both as a festive celebration and networking opportunity for recent graduates, alumni, and faculty. In addition to co-founding the PRCC program, Fred has taught in the program for 31 years. His elective course on crisis management is a student-favorite; many students spoke of the anticipation and excitement on enrollment day of racing to snag a coveted spot in his course. Equally popular is Logos Institute fellow Professor Kristin Johnson’s elective course on PR consulting, which she has taught in the program for ten semesters. Kristin is an inaugural graduate of the program and recently co-authored a book, How To Succeed in a PR Agency, inspired by her NYU course.  

 

 

Here is a video of the celebration ceremony:

On Friday May 3 Logos Institute for Crisis Management and Executive Leadership honored Dr. Guanpeng (Steven) Dong with the 2019 Logos Institute Outstanding Leader Award.

Dr. Dong is an accomplished strategic communicator, crisis advisor, educator, and philanthropist with a multinational presence; he is presently the Provost of Communication University of China in Beijing, the leading school that prepares journalists, PR practitioners, graphic designers, documentary filmmakers, and marketers in China. At the school he is also Chair and Professor of Media and Public Affairs for the Faculty of Professional Studies and Executive Education. He is also a public relations advisor to the senior-most government officials in the Chinese government as one of the official advisors for transparent governance, strategic communications and crisis management for the State Council Ministries.

He is Vice Chair of the China Public Relations Association (the Chair is a professional party functionary). He is also Deputy Chair of Communication and Education of the All-China Federation of Industry and Commerce, the industry association of the largest companies in China, including Alibaba and Tencent, among others.

The celebratory day began with a panel discussion with Dr. Dong, moderated by Logos institute president Helio Fred Garcia, in the public relations and corporate communication Master’s program at New York University, about the public relations industry development and career opportunities in China. The award reception was held in the evening at the Logos Institute where more than 40 guests came to honor Dr. Dong.

Helio Fred Garcia and Dr. Dong have been friends since 2011, when Dr. Dong invited Fred to teach strategic communication in Tsinghua University through its Institute for Strategic Communication and Public Relations, of which Dr. Dong was a founding direcetor.

In 2015 Dr. Dong, who had moved to Communication University in China, invited Fred to speak as part of his The Power of Communication Chinese edition book tour in China. Fred has been a Senior Fellow of Communication University of China since 2015

With this week’s reunion, Dr. Dong and Logos Institute are both excited about the potential opportunities to collaborate in the future in terms of joint book publishing and teaching between Logos institute and Communication University of China.

The Outstanding Leader Award is a recognition of excellence among senior professionals in the strategic communication who embody three things: he Award recognizes leaders who embody three things:

  1. 1Consequential professional achievement that sets the standard for other leaders to aspire to;
  2. That they have used strategic communication or public relations to change the world;
  3. That they have inspired and empowered the next generation of leaders through teaching, mentoring, for their advocacy on behalf of others.

The first Outstanding Leader Award was given to  James E. Lukaszewski, “America’s Crisis Guru”®. Jim Lukaszewski, President and Chairman of the Board of The Lukaszewski Group Inc., is a highly regarded leader in crisis management and strategic communication.

A video of the ceremony presenting Dr. Dong with the award is below:

 

On Thursday March 7, Logos Institute fellow Holly Helstrom led an engaging hour and a half workshop with Barnard College students on effective time management skills and how to make smart decisions when juggling competing priorities.

The workshop was part of the college’s Athena Center for Leadership Studies’ leadership lab series. The Athena Center offers special programs dedicated to students’ development and advancement as leaders. The leadership labs are one of the programs offered by the Athena Center, and are interactive workshops led by experts on a variety of topics ranging from how to plan for post-college life to how to deliver a compelling presentation. The workshops are grounded in practicality, with the main goal of providing students with applicable life skills and tools.

Logos Institute fellow Holly Helstrom with Barnard College students.

Holly began the workshop detailing with the students her shared experience of being an ambitious student at an academically rigorous university (she is a graduate of NYU), among equally ambitious peers, located in a competitive and bustling city. Her senior year she successfully juggled a full course load, two part time jobs, and an unpaid internship, while maintaining an admirable GPA. She shared with the students the tips she used to keep herself organized and feeling her best to complete all of her tasks to a high standard, including keeping a desk calendar and investing time each week for self-care.

She led the students through an exercise where they defined for themselves what their top three priorities are over the next six months by asking themselves “What three tasks, if not completed, would have a negative impact on my overall wellbeing and the quality of my life?” Considering the consequences of one’s choices in the inverse has a powerful clarifying effect and touches on a psychological truth: humans are often more motivated by avoiding bad outcomes than pursuing paths that lead to good ones. She then walked the students through how to turn those priorities into actionable decision criteria that can be used when weighing the consequences of a given set of options.

Holly frequently shares her work at Logos Institute in classrooms. In addition to guest lecturing at the Athena Center for Leadership Studies, she has also guest lectured at New York University, Columbia University’s Fu Foundation School of Engineering and Applied Science, and at Elon University’s Love School of Business.

On Thursday February 28, Logos Institute for Crisis Management and Executive Leadership hosted roughly 20 graduate students from New York University’s Public Relations League for an informational session on the work of the Institute and how to launch their careers as public relations professionals. The students are part of NYU’s School of Professional Studies master’s level public relations and corporate communications program, which Institute executive director Helio Fred Garcia co-founded and Institute senior fellow Kristin Johnson is an inaugural graduate of. Both Fred and Kristin currently teach classes in the program on crisis communication and public relations consulting respectively.

Logos Institute executive director Helio Fred Garcia and Institute senior fellow Kristin Johnson with graduate students from NYU’s Public Relations League, holding copies of Kristin’s book How to Succeed in a PR Agency which she co-authored with Shalon Roth.

The session kicked off with Fred highlighting the purpose of Logos Institute’s work. He also noted that much of the public relations industry has wandered far from the way the field was originally defined by PR pioneer and first PR professor (at NYU) Edward L. Bernays: “a vocation applied by a social scientist who advises a client or employer on social attitudes and the actions to take to win the support of the public on whom the viability of the client depends.” He also told students about the path that ultimately led him to becoming a public relations practitioner and president of his own consulting practice.

Logos Institute executive director Helio Fred Garcia.

Kristin Johnson also shared her professional journey with students, the personal passion that drives her expertise in the healthcare sector, as well as details about the recently published book she co-authored with Shalon Roth How to Succeed in a PR Agency. Kristin’s course in the public relations and corporate communication program serves as the basis for the book which provides junior and midlevel PR professionals with insider tips from industry veterans on how to excel in the industry.

Logos Institute senior fellow Kristin Johnson.

A quick look at the comments under Gillette’s most recent tweet debuting its #TheBest MenCanBe campaign might leave you thinking heads are rolling at Procter & Gamble (Gillette’s corporate parent) and Grey, the ad agency Gillette partnered with in creating the ad. The roughly two-minute video advertisement calls on men to collectively fill a new societal role in actively discouraging and eliminating aggressive behaviors that have historically fallen under the “boys will be boys” label, including physical violence and misogyny; it challenges men to rise to a new, higher standard of socially acceptable behavior. As of January 17, the ad has 47,000 comments and 25 million views on Twitter.

An image from Gillette’s latest #TheBestMenCanBe campaign.

Just four months ago, Nike debuted a similarly controversial ad featuring former NFL quarterback Colin Kaepernick. It was a pointed choice considering Nike is an official sponsor of the NFL and Kaepernick is one of the league’s biggest critics; he is currently suing the NFL for colluding to keep him off the field because of his social activism efforts. The comments under Nike’s tweet promoting the “Dream Crazy” campaign featuring Kaepernick were equally as bitter and condemning as the comments are under Gillette’s. And yet following the Kaepernick ad, Nike went on to post a 10% revenue increase for the fourth quarter and was also crowned Ad Age’s Marketer of the Year for 2018 for the campaign.

Social media comments are an important metric for gauging reputational health but not the only one. The Nike and Gillette ads offer a few important insights worth unpacking:

Social media comments are one metric for gauging reputational health. They are not the only metric and should always be considered in relation with other meaningful metrics like financial performance and quality of leadership. Think about when you go to the doctor’s office for an annual physical exam. The doctor uses multiple metrics including body weight, blood pressure, and cholesterol levels to determine overall physical health. Any one metric considered in isolation does not and will not paint an accurate picture of one’s overall health. In fact, such a myopic view could lead to serious adverse consequences. The same goes for gauging reputational health and social media comments. The latter is simply one metric used for determining the former. The Colin Kaepernick Nike ad is a perfect example. The Twitter comments in response to that ad were equally as vicious and critical as the comments are in response to Gillette’s ad. And yet Nike’s revenue increased by 10% in the fourth quarter of 2018, something Nike’s CFO attributed to “reignited brand heat in North America” generated by the ad and the attention it created.

The “squeakiest wheels” gravitate toward social media. There is the old saying “the squeakiest wheel gets the grease” meaning people or problems that make themselves noticeable tend to get the most attention. In fact, the most frequent social media users (i.e. people who log on to social media sites more than once a day) are also the most frequent complainers on these platforms. It naturally follows that a significant portion of social media comments skew negative because the people posting them are the most active users, and therefore their comments do not necessarily paint a full picture of stakeholder sentiment.

Consumer opinions do not always require a corporate response. Opinions do not necessarily require a response or carry the same reputational threat posed by (in)direct requests for assistance that go unaddressed. Take the following example: a person posts on the Facebook wall of a restaurant that he “HATES the food because it is disgusting.” Another person posts on the same restaurant’s Facebook wall saying she will never go back there because “even with a reservation, I still had to wait 30 minutes. This place is horrible. Do NOT go there.” Both comments are critical, but only one is constructive in the sense there is a clear opportunity for the restaurant to improve its service and win back a customer. It is worth noting here that customers become more loyal to a company after having an issue IF the company addresses the issue in a satisfactory way. Granted the latter comment does not include an explicit request for help, it does clearly name an issue (i.e. excessive wait times even with a reservation) that other patrons have likely experienced and that the restaurant has the power to correct, perhaps by adopting a new seating strategy at the host stand. The restaurant also has a clear opportunity to win back the customer’s patronage and boost its reputation by apologizing for the experience, thanking her for bringing the issue to management’s attention, and inviting her to please come back and enjoy a free meal or offering some other incentive.

Closing thoughts. Nike did not respond directly to any stakeholders attacking the Kaepernick ad and as of this writing neither has Gillette. In both cases, neither company is disinviting customers to be their patrons. Rather they are making it clear what they value as an organization (something more and more American consumers care about, click here to learn why) and are leaving it up to the customer to decide what to do with that information. If that includes expressing a negative opinion and discontinuing his/her patronage, that is a highly calculated risk Nike and Gillette are willing to take, and in Nike’s case ultimately paid off. It is still too early to tell for Gillette how the #TheBestMenCanBe ad will play out, but if the Nike “Dream Crazy” campaign tells us anything, it is that social media comments do not have the final say in determining reputational health.

This post was originally published in the Daily Kos, a progressive political opinion site.

It was also reprinted under the title “Is Trump Responsible for the Violence?” on the leading corporate communication site CommPro.Biz.

 

by Helio Fred Garcia

The French philosopher and writer Voltaire warned that those who can make us believe absurdities can make us commit atrocities.

We have seen this phenomenon play out in all parts of the world for the nearly 300 years since Voltaire first warned us. And sadly, we see it playing out in the United States now.

I have spent nearly four decades studying leadership, language, power, and the intersection of neuroscience, anthropology, and influence. Most of my work has been in the service of helping good leaders become better leaders. But sometimes my work calls on me to send up a flare; to warn others of what I see happening and about to happen. Events of the last few weeks compel me to send up such a flare.

Genuine leaders understand the consequences of their words and actions and take responsibility when they see that they are having a dangerous impact. Self-absorbed leaders do not.

Stochastic Terrorism

There’s a phenomenon well known to those who study violent extremism and authoritarianism: the use of mass communication to inspire lone wolves to commit acts of violence. About six years ago it got the name Stochastic Terrorism, named for a principle in statistics about seemingly random things still being predictable.

Stochastic terrorism doesn’t make a direct call to violence. Rather, it leads people to take matters into their own hands. So stochastic terrorist violence is statistically predictable, even if it will not predict that a particular individual will commit a particular act against a particular person.

A Clear but Indirect Danger

The First Amendment protects free speech but not calls to violence that create a clear and present danger to people. But stochastic terrorism is insidious because it is a clear but indirect, yet still predictable, danger.

The Stochastic Terrorism Playbook

In the weeks just before the 2018 mid-term elections we saw President Trump use many elements of the stochastic terrorism playbook, that were amplified by conservative media and by Trump supporters who were running for office.

These include:

  • Dehumanizing populations. This includes referring to groups of people as vermin who are infesting the country. And carrying disease – in this case including diseases that have already been eradicated or are very rare, such as smallpox and leprosy. But still scary.
  • Claiming that an entire population is a threat.  From his first day in the race, Trump defined Mexicans as rapists, gang members, and criminals. Candidate Trump also called for the total and complete ban of Muslims entering the country. And on his second day in office he passed an executive order, later overturned by the courts, banning people from seven primarily-Muslim countries. What the singling out of these groups, and others, have in common is that they create an Other — a group to rally against.
  • Labeling an ordinary thing a serious threat. President Trump labeled a rag-tag group of impoverished men, women, and children walking north seeking asylum a Caravan. Note that seeking asylum is legal. And the people were more than a thousand miles away at the time, and on foot. Despite this, he further said that the Caravan is invading the country. Hence the very word Caravan (always capitalized) became itself a menacing word, repeated across all forms of communication — in speeches, in social media, and on television news headlines. He called the Caravan a national emergency. He  also called to mobilize the military to prevent its arrival. And this wasn’t even the first time he had used the Caravan scare. He did it in April as well. That group of migrants fizzled out before most of them reached the border.  Those who arrived sought asylum.  We should have recognized the pattern.
  • Attributing vague menacing identities to that group. For example, the claim that the Caravan has been infiltrated by a number of middle easterners.
  • Saying that something is part of an evil conspiracy. In this case that the Caravan is funded by George Soros, which is white supremacist code for an international Jewish conspiracy. Note that the first bomb received in late October was sent to George Soros. Followed by an attack on a synagogue by a person driven by an urgent need to prevent Jews from bringing in refugees in order to kill Americans.

Within a single week in late October we saw tangible evidence of such rhetoric inspiring violence.

  • A bomber attempted the largest assassination of political leaders in the history of the U.S., sending bombs through the mail to more than a dozen people who had each been the target of President Trump’s vitriol. Thankfully, none of the devices exploded, and all were retrieved. But authorities found the names of nearly 100 Trump critics on the bomber’s target list.
  • A gunman attacked a Pittsburgh synagogue during worship, killing eleven and wounding many more. He posted online about “Jewish infestation.” In the hours before the attack, making reference to a more than century-old refugee resettlement agency, he tweeted, “HIAS likes to bring invaders that kill our people. I can’t sit by and watch my people get slaughtered. Screw your optics, I’m going in.” During the attack he yelled “All Jews must die!”
  • A gunman tried to penetrate a Louisville black church but found the doors locked, and instead went into a neighboring Kroger’s store and murdered two black customers there.

There are likely to be further such acts.

Birtherism

Former First Lady Michelle Obama this week, in interviews about her forthcoming memoir, described her reaction to Donald Trump’s birther campaign, which put him on the political map for the 2016 presidential campaign. For years before and during his presidential campaign Trump persistently insisted that Barack Obama was born in Kenya, and therefore was not a legitimate president. Trump refused to acknowledge Obama’s Hawaii birth certificate, and frequently made other claims that challenged Obama’s legitimacy as president.

In her book Michelle Obama writes that this campaign was

“deliberately meant to stir up the wingnuts and kooks. What if someone with an unstable mind loaded a gun and drove to Washington? What if that person went looking for our girls? Donald Trump, with his loud and reckless innuendos, was putting my family’s safety at risk. And for this, I’d never forgive him.”

This is a vivid example of stochastic terrorism at work.

Plausible Deniability is an Essential Part of Stochastic Terrorism

The stochastic terrorist uses inflammatory rhetoric in the full expectation that it will trigger someone somewhere to act out in some way. But there is also plausible deniability built in. The stochastic terrorist can deny that he or she had anything to do with the violence that occurs. Indeed, President Trump falls back on this frequently, including in the aftermath of the bombs sent to people he had criticized. The Washington Post reported,

“Trump told reporters later that he did not think he bears blame for the alleged crimes ‘No, not at all,’ Trump said as he left the White House for a political rally in North Carolina. ‘There’s no blame, there’s no anything,’ Trump said.”

But Why Do People Believe Absurdities?

So why do people believe absurdities, which is a precursor to committing atrocities?

The Pittsburgh gunman believed deeply that Jews were importing refugees to kill “our people.”  There was no evidence that Americans were being killed by refugees. But evidence didn’t matter. There was no evidence that the migrants walking north were infected with smallpox and leprosy, claims repeated frequently by conservative media. President Trump even called members of the Caravan “young, strong men” but also said that they were diseased. Why would people believe such easily refutable claims?

To answer that question we need to recognize that the rise of Donald Trump is not a cause but rather a consequence.

It is the predictable result of decades of degradation of political discourse. This degradation was facilitated by a media more interested in grabbing an audience’s attention than in covering issues.  The worst part is that we should have seen it coming.

In fact, we could have seen it coming if we had known what to look for. We should have known.

Even now as the frightening reality is finally being recognized, we seem to be grappling only with the symptom of the problem — what Trump says — without recognizing that there’s a greater challenge that will continue regardless of how we address the immediate problem.

We can solve the Trump problem but still be as vulnerable to another authoritarian figure who energizes the disenfranchised, the angry, and the scared to similar effect.

Orwell Called It

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In 1946 George Orwell published Politics and the English Language. That brief essay served as the nonfiction treatment for what two years later would become Orwell’s Nineteen Eighty-Four

Most educated Americans are familiar with Nineteen Eighty-Four. This popular novel is based in a dystopian future. The nation is in a continuous state of war. The intrusive and authoritarian government keeps people uninformed, and uses political language that is intentionally misleading. So the Ministry of Peace wages war. The Ministry of Truth controls all information, news, propaganda, and art. The Ministry of Plenty rations food. Our term “Orwellian” refers to the use of language to convey the opposite of reality.

1984first

But most educated Americans are not familiar with the essay that served as the novel’s basis. Sadly, Politics and the English Language helps us understand the current state of the American body politic, and it isn’t pretty.

Says Orwell:

“In our time, political speech and writing are largely the defense of the indefensible.”

“Political language – and with variations this is true of all political parties… –  is designed to make lies sound truthful and murder respectable, and to give an appearance of solidity to pure wind.”

The problem arises when politicians use language in a disingenuous way, asserting things they don’t necessarily believe and making arguments that may sound compelling but that logically don’t make sense.

“The great enemy of clear language is insincerity. When there is a gap between one’s real and one’s declared aims, one turns, as it were instinctively, to long words and exhausted idioms, like a cuttlefish squirting out ink. In our age there is no such thing as ‘keeping out of politics.’ All issues are political issues, and politics itself is a mass of lies, evasions, folly, hatred and schizophrenia. When the general atmosphere is bad, language must suffer.”

However damaging individual instances of political language, of insincere speech, or of intentionally misleading statements may be, it’s the effect of these that causes harm.

The central idea in Politics and the English Language is this:

  • Political speech has the effect of reducing citizens’ critical reasoning skills….
  • …This creates a self-perpetuating cycle…
  • …where as people become less discerning they become more susceptible to political speech…
  • …which further diminishes their critical reasoning skills…
  • …and so on…
  • …and so on…
  • …until a fully uninformed public creates conditions for authoritarian government to thrive.

A Cause Can Become an Effect, And So On: It’s The Cycle That Matters

Presentation4The key idea, though, is the relationship between cause and effect.

Orwell notes that an effect can become a cause, and a cause can become an effect. It’s the cycle that matters. In the end the result is a citizenry that remains intentionally ignorant of the issues that matter, unaware of what is happening to them, and easily manipulated by politicians.

“But if thought corrupts language, language can also corrupt thought. A bad usage can spread by tradition and imitation, even among people who should and do know better.”

“Now, it is clear that the decline of a language must ultimately have political and economic causes: it is not due simply to the bad influence of this or that individual writer. But an effect can become a cause, reinforcing the original cause and producing the same effect in an intensified form, and so on indefinitely. A man may take to drink because he feels himself to be a failure, and then fail all the more completely because he drinks. It is rather the same thing that is happening to the English language. It becomes ugly and inaccurate because our thoughts are foolish, but the slovenliness of our language makes it easier for us to have foolish thoughts.”

The predictable result of this cycle is a citizenry that is easily manipulated. It becomes immune to persuasion by evidence and reasoning. And it doesn’t notice the multiple contradictions all around.

Candidate Donald Trump following the Nevada primary, February 24, 2016


Choosing Ignorance:
Identity-Protective Cognition Thesis

Five years ago Orwell’s argument that political language causes a decline in critical thinking was supported by research by professors at Yale, Cornell, Ohio State, and the University of Oregon.  Their study,  Motivated Numeracy and Enlightened Self-Government, showed that math problems that seem to be about benign topics are easily solved by people with strongly held political views. But when the same math problems are framed in terms of polarized political issues — in this case, gun rights — both progressive-and-conservative-leaning participants have a very hard time getting the math right.

The authors conclude that

“Subjects [use] their quantitative-reasoning capacity selectively to conform their interpretation of the data to the result most consistent with their political outlooks.”

A 2011 essay in Mother Jones by Chris Mooney on the neuroscience of political reasoning helps us understand why this is so.  The piece begins with seminal research from the early fifties by famous Stanford psychologist Leon Festinger, who concluded:

“A man with conviction is a hard man to change. Tell him you disagree and he turns away. Show him facts or figures and he questions your sources. Appeal to logic and he fails to see your point.”

Mooney explains:

“Since Festinger’s day, an array of new discoveries in psychology and neuroscience has further demonstrated how our preexisting beliefs, far more than any new facts, can skew our thoughts and even color what we consider our most dispassionate and logical conclusions.”

“This tendency toward so-called “motivated reasoning” helps explain why we find groups so polarized over matters where the evidence is so unequivocal: climate change, vaccines, “death panels,” the birthplace and religion of the president, and much else. It would seem that expecting people to be convinced by the facts flies in the face of, you know, the facts.”

Emotion Trumps Logic

Humans are not thinking machines. We are feeling machines, who also think. We don’t think first; we feel first. What we feel determines what thinking will be possible. This is sometimes known as motivated reasoning.

As described by Chris Mooney in Mother Jones:

“The theory of motivated reasoning builds on a key insight of modern neuroscience: Reasoning is actually suffused with emotion (or what researchers often call “affect”). Not only are the two inseparable, but our positive or negative feelings about people, things, and ideas arise much more rapidly than our conscious thoughts, in a matter of milliseconds—fast enough to detect with an EEG device, but long before we’re aware of it.”

“That shouldn’t be surprising: Evolution required us to react very quickly to stimuli in our environment. It’s a “basic human survival skill,” explains political scientist Arthur Lupia of the University of Michigan. We push threatening information away; we pull friendly information close. We apply fight-or-flight reflexes not only to predators, but to data itself.”

“We’re not driven only by emotions, of course—we also reason, deliberate. But reasoning comes later, works slower—and even then, it doesn’t take place in an emotional vacuum. Rather, our quick-fire emotions can set us on a course of thinking that’s highly biased, especially on topics we care a great deal about.”

“We have seen this trend for several decades, where for political expediency citizens have been conditioned to not trust any source of news that includes conclusions contrary to those consistent with a political point of view.”

This is likely to be intensified when the news media is seen to be both purveyors of fake news and enemies of the people, two themes President Trump continuously emphasizes. This results in his followers choosing not to believe anything written in such media.

We Apply Fight-or-Flight Reflexes Not Only to Predators, But to Data Itself

Such citizens, who reflexively flee from the facts, are unlikely to be aware of, or even care about, contradictions. Simultaneously holding two contrary positions, the very definition of absurdity, would ordinarily dismiss someone as not to be taken seriously. But in the political world such contradictions seem not to matter.

In such an environment citizens literally are unable to notice absurdities. But the same part of the brain, the Amygdala, that causes the flight response also causes the fight response.  So any intruder is seen to be worthy of a fight.  And violence tends to ensue.

Within a week of Trump calling for a ban of all Muslims entering the country we saw a rash of attacks on mosques and on people perceived to be Muslim or Arab.  We have seen people removed from his rallies while being taunted by Trump from the podium, calling for his supporters to punch the person being removed in the face. In the aftermath of the white supremacist rally in Charlottesville in August, 2017, which President Trump refused to condemn, we saw dis-inhibition in the workplace. People who previously would have kept their racist or anti-immigrant or anti-Semitic opinions to themselves felt emboldened to act out, treating colleagues and customers with insult, rudeness, exclusion, and even violence.

The New York Times reported last month,

“The hate in the United States came into full view last year as white supremacists marched in Charlottesville, Va., with lines of men carrying torches and chanting, “Jews will not replace us.” Swastikas and other anti-Semitic graffiti have been cropping up on synagogues and Jewish homes around the country. Jews online are subjected to vicious slurs and threats. Many synagogues and Jewish day schools have been amping up security measures.

The Anti-Defamation League logged a 57 percent rise in anti-Semitic incidents in the United States in 2017, compared to the previous year — including bomb threats, assaults, vandalism, and anti-Semitic posters and literature found on college campuses.

Are the Calls to Violence Intentional or Merely Reckless?

Plausible deniability is built into the dehumanizing of groups, making it difficult to draw a clear line between a particular act of speech and a particular act of violence. Some, including the president’s allies, could conclude that President Trump is not making such statements with the intention of people committing violence. Rather, he’s speaking his mind and cannot be held accountable if some crazy person takes matters into his own hands.

Contrast today with 10 years ago. Late in his 2008 run for president Senator John McCain saw the crowd crying for blood, and was admonished by people he respected about the likely effect of his rhetoric. He took those admonitions seriously, and he dialed it down. As a responsible leader does.

The book Game Change: Obama and the Clintons, McCain and Palin, and the Race of a Lifetime, by John Heilmann and Mark Halperin, describes Senator McCain’s moment of awakening. Senator McCain and his running mate, Alaska Governor Sarah Palin, had used harsh language to de-legitimize Senator Obama. Governor Palin persistently declared that Obama “palled around with terrorists.”

Game Change reports:

“As the election barreled toward its conclusion, something dark and frightening was unleashed, freed in part by the words of the McCains and Palin. At rallies across the country, there were jagged outbursts of rage and accusations of sedition hurled at Obama. In Pennsylvania and New Mexico, McCain audience members were captured on video and audio calling the Democrat a “terrorist.” In Wisconsin, Obama was reviled as a “hooligan” and a “socialist.

With the brutish dynamic apparently on the verge of hurtling out of control, a chagrined McCain attempted to rein it in. In Minnesota, when a man in the crowd said he would be afraid to raise a child in America if Obama were elected, McCain responded, “He is a decent person and not a person you have to be scared of as president.” A few minutes later, he refuted a woman who called Obama “an Arab.”

 

Senator McCain heard from two of his heroes: civil rights legend Congressman John Lewis, and life-long Republican and former Joint Chiefs Chair and Secretary of State Colin Powell.

Game Change reports:

McCain’s efforts to tamp down the furies were valorous, though they did nothing to erase his role in triggering the reaction in the first place. The civil rights hero John Lewis, whom McCain admired enormously, compared the Republican nominee and his running mate to George Wallace and said they were “playing with fire.”

Civil Rights Legend, Representative John Lewis (D-GA)

Another prominent African American was watching with alarm. Colin Powell had been friends with McCain for twenty-five years. The senator had been actively seeking his endorsement (as had Obama) for nearly two years. Powell warned McCain that his greatest reservation was the intolerant tone that seemed to be overtaking the Republican Party. McCain’s selection of Palin bothered Powell because he saw her as polarizing. He was dismayed by Mc-Cain’s deployment of Ayers as an issue, perceived it as pandering to the right.

And then there were the hate-soaked rallies, which he considered anti-American. This isn’t what we’re supposed to be, he thought.

Powell had leaned toward staying neutral, but these outbursts were all too much—and McCain had moved only belatedly to stop them. Obama, by contrast, had displayed terrific judgment during the financial crisis, Powell thought. And his campaign had been run with military precision; the show of overwhelming force struck the general as a political realization of the Powell Doctrine. On October 19, he endorsed Obama on Meet the Press.

Colin Powell endorses Senator Barack Obama on Meet The Press

The general’s repudiation was a stinging blow for McCain. Beyond their longtime friendship, Powell represented the same brand of Republicanism as McCain’s. Tough on defense. Fiscally prudent. Pragmatic and nondoctrinaire. McCain had to wonder what had become of him if his current incarnation was repelling someone like Powell. He was startled by the crazies at his rallies. Who were they? Why were they there? And what did they see in him? In the final two weeks of the race, McCain began to try to salvage something of his reputation.

He put away the harshest of the personal invective against Obama and went back to talking about the economy, rash spending, and Iraq.”

Leaders Choose Responsibility

Senator McCain saw the unintended consequences of his fiery rhetoric and stopped. As a responsible leader does. Leaders choose responsibility, even if there is not a direct line between what they say and the violence or threatened violence that ensues.

There are two possible conclusions about President Trump’s incitement of violence. Either it is intentional or it is reckless. Either he wants the violence, or he doesn’t care about the violence. Neither absolves him of responsibility. Indeed, it may be even more frightening if the violence is not his intention, but that he is indifferent about it.

The poet TS Eliot gave us a way to understand this.

TS Eliot

He said,

“Half the harm that is done in this world is due to people who want to feel important. They don’t mean to do harm; but the harm does not interest them. Or they do not see it, or they justify it because they are absorbed in the endless struggle to think well of themselves.”

But whether intentional or merely the result of indifference, the victims of violence experience it as real. And an effective leader would stop.

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Please note: Helio Fred Garcia is executive director of Logos Institute for Crisis Management and Executive Leadership and is on the adjunct faculties of both New York University and Columbia University where he teaches, among other things, ethics. But the views expressed here are solely his own and not necessarily reflective of any other entity.

 

In most cases, abiding by the law is a good thing. If a person or company is described as law-abiding that likely brings to mind other positive attributes like trustworthiness and being responsible. But in some cases, following the law is not enough to maintain a reputation of trustworthiness and responsibility, something cookie maker Chips Ahoy! learned the hard way earlier this year. A hallmark of effective leadership is the ability to observe and learn from other’s mistakes without experiencing the pain of those mistakes firsthand. Fortunately, there are valuable insights to be gained from examining Chips Ahoy!’s experience on what it takes to maintain the trust of those who matter most, when it matters most.

Mondelez-owned cookie brand Chips Ahoy! came under fire from consumers and parents earlier this year following the death of Alexi Travers Stafford, a 15-year old girl with a nut allergy who mistakenly ate a Reese’s flavored Chips Ahoy! cookie while at a friend’s house. Alexi confused the red packaging of the Reese’s flavored cookies with the red packaging of Chips Ahoy! “chewy” cookies, a product the teen’s parents had deemed safe for her to eat. The tab was likely pulled back on the package, concealing the flavor of the cookies inside. Alexi died within 90 minutes of ingesting the cookie.

Chips Ahoy!’s Reese’s flavored and “chewy” cookies; when the tab at left is pulled back, the packages are indistinguishable.

Alexi’s mother wrote a Facebook post expressing shock at the loss of her daughter and anger at Chips Ahoy! for not having clearer allergen labels saying in part, “The company has different colored packaging to indicate chunky, chewy, or regular textures but NO screaming warnings about such a fatal ingredient to many people. Especially children.” Roughly 15 million Americans suffer from food allergies; six million are under the age of 18. The post has been shared more than 80,000 times as of this writing.

Because there were no contamination issues and Chips Ahoy!’s labels meet the Food and Drug Administration’s standards, there was no need to investigate or increase regulatory scrutiny on the snack maker. The argument was made directly by some people on social media and indirectly by Chips Ahoy! in its response, that the company is not responsible for Alexi’s death and there is nothing Chips Ahoy! can or should do differently. This was not a case of cross-contamination or a labeling error. No laws were broken. No foul, right? Wrong. Isn’t the young girl’s death sufficient proof there is room for improvement, that could be the difference between life and death? It absolutely is.

Chips Ahoy! issued the same blanket response to media inquiries and comments from concerned consumers across its social media platforms.

Chips Ahoy! had the opportunity to set a powerful new standard for prioritizing its consumers’ wellbeing, much the way Johnson & Johnson did in the wake of the Tylenol tampering scare. In 1982, an unknown number of Tylenol bottles laced with cyanide made it to store shelves in the Chicago area. The tampering resulted in seven consumer deaths in one week, including a 12-year old child. In its response, Johnson & Johnson prioritized consumer safety over profits by issuing a nationwide recall of its highest-selling product, that cost the company $100 million. Ultimately, that decision solidified Johnson & Johnson’s reputation of trustworthiness and helped it recoup the money lost from the recall and then some through its customers’ continued patronage. James Burke, the CEO of Johnson & Johnson at the time, said in the press conference where he announced the nationwide recall, “While this decision is a financial burden to us, it does not begin to compare to the loss suffered by the family and friends of Diane Elzra [one of the victims]”. By putting the concerns of its customers ahead of its own, Johnson & Johnson and then-CEO James Burke became evergreen examples of how organizations and their leaders ought to respond in a crisis, regardless of fault: quickly, unselfishly, and with heart. The short-term pain Johnson & Johnson experienced was offset by the long-term gains of such a response. By comparison, Chips Ahoy! opted for defensiveness (e.g. “all of our products are clearly labeled”) and protecting its profits in the short term since maintaining the status quo, in this case the package labels, is always cheaper than changing it.

In both cases, the companies did not run afoul of the law. In both cases, innocent lives were lost including those of children. But in only one case did the company – Johnson & Johnson — take up the mantle of doing something to reduce the likelihood of such an incident happening again; Johnson & Johnson added tamper-proof seals to its medicine bottles, setting a new industry standard for safety and winning the hearts and trust of its customers in the process, solidifying an admirable reputation that has lasted decades.

Meaningful changes can be made in the face of tragedy, without accepting fault for it; the development of tamper-proof seals on medicine bottles is thanks to Johnson & Johnson’s response to the 1982 Tylenol poisoning crisis that claimed seven innocent lives.

It is natural for one’s survival instincts to kick in and resist accepting blame, especially when it is undue or misplaced, and the ramifications that go along with it. However, it is possible and strategically sound, albeit uncomfortable, for organizations to demonstrate caring while not accepting fault as Johnson & Johnson did. It was precisely by taking proactive action in accordance with its values, that is putting the wellbeing of its stakeholders ahead of all else including profits, that Johnson & Johnson avoided the kind of blame and negative attention Chips Ahoy! has faced. Chips Ahoy! says it takes allergen labeling seriously but has done nothing in the wake of Alexi Traver Stafford’s death to show it. It is worth repeating that her death is proof enough that more can and should be done.

So, what should organizations do when facing an issue in which they have not broken the law, and yet their trustworthiness, integrity, and/or competence are being called into question? Asking the below questions can help clarify the best path forward:

Is there a reasonable request for change? In every crisis, one or more stakeholder groups will implicitly expect or explicitly demand the organization to do or stop doing something. In light of consumer deaths where improved packaging could have saved lives, a request to change product packaging is perfectly reasonable. While there are different ways to determine reasonableness, one effective way to do so is to consider the crisis from the stakeholders’ perspective(s), and ask yourself what would you expect if you were in their position?

Is it a doable request? Time, labor, and money are important factors that impact how realistic it is to fulfill a request. If one or more of the above factors make it impossible to fulfill the request or it is unclear when the request will be met, the organization should explain that clearly to its stakeholders and reset their expectations to more achievable ones, or risk losing their support, patronage, and loyalty.     

Would fulfilling the request be in alignment with corporate values/identity? Johnson & Johnson’s first stated value in its Credo is to act responsibly in the interests of all people who use its products. Mondelez International’s (Chips Ahoy’s! parent company) stated purpose is to “empower people to snack right” for their wellbeing. Notably, the first rule in Mondelez’s code of conduct is to make food that is safe to eat, indicating that safety is a priority for the company. Now consider the crises each company faced, where consumer deaths were the result, in part, of mediocre packaging: improving product packaging would mean upfront financial losses but would retain or regain stakeholder loyalty and customer patronage in the long run by addressing a safety vulnerability, as well as protect reputation and keep regulatory/political/legal scrutiny at bay. On the other hand, not changing product packaging would save a finite amount of money in the short term but leave consumers and the company open to safety issues and litigation, while jeopardizing an unknown amount of money in the long term, given stakeholders’ likely loss of confidence in the organization, and invite scrutiny from the public, media, and potentially regulators, class action lawyers, and politicians. Keep in mind, consumers today abandon brands with unprecedented frequency and are more influenced than ever by an organization’s values and beliefs when deciding whether or not to do business with them. Clearly, Johnson & Johnson sincerely values its customers’ safety given its response to the crisis. Using the same metric, Chips Ahoy! clearly values its profits more than its customers’ wellbeing, despite how the company views itself. Which company would you rather give your money to?

Fortunately, both Johnson & Johnson and Chips Ahoy! were innocent of criminal wrongdoing in their respective crises. But the differences in each organization’s response and the reactions to them offer a valuable lesson: following the law is the tip of the iceberg when it comes to maintaining or regaining stakeholders’ trust in a crisis.