A widespread belief within crisis c

A widespread belief within crisis communication is that crises are specific incidents. This is not always the case. People sometimes overlook the continuous mistakes a company can make, their so-called crisis history. Therefore, a “crisis can be an isolated event or part of a larger pattern of organizational performance” (Coombs, 2010, p. 2-3). This distinction is important to make when analyzing how a company chooses to navigate in times of crisis, as well as when assessing the consequences of a crisis. The greater the reputational threat becomes, the more accommodative the response strategy should become (2012, p. 158). Coombs argues that the history and prior reputation of a company is essential when assessing the reputational threat of a crisis, and later which image restoration strategy the company chooses to employ. This idea is known as “the Velcro effect” (Coombs, 2004, p. 272). The idea plays on the metaphor of Velcro attracting lint; in the same way organizations with a history of crises attract additional reputational harm. Coombs goes on to say that the effect also exists in terms of reputation. A negative prior reputation will increase the risk of tarnishing the present reputation. The Velcro effect therefore has a serious impact on how crisis management is tackled (Coombs, 2004; Coombs & Holladay, 2006)

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A widespread belief within crisis communication is that crises are specific incidents. This is not always the case. People sometimes overlook the continuous mistakes a company can make, their so-called crisis history. Therefore, a "crisis can be an isolated event or part of a larger pattern of organizational performance" (Coombs, 2010, p. 2-3). This distinction is important to make when analyzing how a company chooses to navigate in times of crisis, as well as when assessing the consequences of a crisis. The greater the reputational threat becomes, the more accommodative the response strategy should become (2012, p. 158). Coombs argues that the history and prior reputation of a company is essential when assessing the reputational threat of a crisis, and later which image restoration strategy the company chooses to employ. This idea is known as "the Velcro effect" (Coombs, 2004, p. 272). The idea plays on the metaphor of Velcro attracting lint; in the same way organizations with a history of crises attract additional reputational harm. Coombs goes on to say that the effect also exists in terms of reputation. A negative prior reputation will increase the risk of tarnishing the present reputation. The Velcro effect therefore has a serious impact on how crisis management is tackled (Coombs, 2004; Coombs & Holladay, 2006). A negative prior reputation will increase the risk of tarnishing the present reputation. The Velcro effect therefore has a serious impact on how crisis management is tackled (Coombs, 2004; Coombs & Holladay, 2006). A negative prior reputation will increase the risk of tarnishing the present reputation. The Velcro effect therefore has a serious impact on how crisis management is tackled (Coombs, 2004; Coombs & Holladay, 2006).