Disasters and the Media

Managing Crisis Communications

  • Shirley¬†Harrison

Table of contents

  1. Front Matter
    Pages i-xviii
  2. Perspectives

    1. Front Matter
      Pages 1-1
    2. Peter Young
      Pages 7-16
    3. Shirley Harrison
      Pages 17-29
  3. Crisis, Emergency and Disaster

    1. Front Matter
      Pages 31-31
    2. Clive Ferguson
      Pages 36-45
    3. Peter Whitbread
      Pages 46-54
    4. John Jefferson
      Pages 55-69
    5. John Jefferson
      Pages 70-85
  4. The Hillsborough Disaster

    1. Front Matter
      Pages 119-119
    2. Paddy Marley
      Pages 146-158
    3. Shirley Harrison
      Pages 159-172
  5. Learning the Lessons

    1. Front Matter
      Pages 185-185
    2. Peter Whitbread
      Pages 189-202
    3. Shirley Harrison
      Pages 203-208
    4. Shirley Harrison
      Pages 209-213
  6. Back Matter
    Pages 215-238

About this book


Crisis management is of increasing importance to organisations. With the rise of single-issue pressure groups, the development of sophisticated and informed consumers and volatile voters, no organisation in the public or private sector can afford to neglect preparation for dealing with the disasters that may befall it. This book aims to improve the relationship between the media and those subject to media scrutiny at a time of crisis or disaster by generating mutual understanding of their needs. Drawing on the experience of practitioners, it aims to disseminate good practice. Part I sets the context and raises some general issues on the theme of communicating at a time of crisis or disaster. Part II looks at the relationships between media and those who are trying to manage the crisis in public relations and public information terms. It contains a number of case studies, each contributed by an expert, clearly explaining how a variety of crises and disasters were managed by the organisations concerned, and how they were reported by the media. Part III is an extended case study of the Hillsborough disaster, taking a candid look at what happened from the perspective of four very different people who were closely involved in the aftermath. The final section includes chapters on the value of training and rehearsal, and some of the lessons learned from Dunblane.


crisis management emergency management media organization television

Editors and affiliations

  • Shirley¬†Harrison
    • 1
    • 2
  1. 1.National Union of JournalistsEngland
  2. 2.Institute of Public RelationsUSA

Bibliographic information

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