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1 Crisis Management Name: Institution Affiliation:

2 Crisis Management A. Stakeholder DB 6.1 1. Crisis Stakeholders A map of the network of stakeholders in the Johnson & Johnson Tylenol Crisis that were involved in the crisis response is as shown; Primary stakeholders Secondary Stakeholders The Johnson & Johnson Tylenol Crisis in 1982 involved a network of stakeholders crucial to the crisis response. Key players included Johnson & Johnson, consumers, law enforcement, healthcare professionals, and the media. The crisis, triggered by cyanide-laced Tylenol capsules leading to fatalities, prompted a three-phase response plan (Adubato, 2022). In Phase 1, Johnson & Johnson initiated open communication channels to address the crisis Health professionals Consumers Johnson & Johnson Med ia Auth oritie s Law enforcement Distribution channels

3 directly, emphasizing transparency over rumors. The company conducted a thorough investigation, determining the tampering occurred after purchase. This phase highlighted the importance of early communication in crisis management. Phase 2 involved a massive product recall of all Extra-Strength Tylenol capsules nationwide, totaling 31 million bottles valued at over $100 million. The coordinated recall was critical in containing damage and preventing further harm, showcasing a swift and decisive response. In Phase 3, Johnson & Johnson focused on rebuilding trust and reintroducing Tylenol to the market. This included a market survey, safety-oriented packaging changes, extensive advertising, and collaboration with distribution channels. The use of triple-sealed packages, warnings, and promotional efforts aimed at restoring consumer confidence demonstrated the company's commitment to long-term brand recovery. Effective communication tools, such as hotlines and media engagements, were crucial in disseminating information and addressing public concerns. The company's collaboration with authorities and adherence to its ideology of social responsibility further strengthened its crisis response. The most effective coordination tool was the comprehensive and immediate product recall, reflecting a prioritization of public safety over short-term financial considerations. B. Adapting 6.2 2. Examples where policies have to be adapted in the height of the emergency Several crises exemplify the need to adapt policies in the height of emergencies. The COVID-19 pandemic is an example, compelling governments worldwide to swiftly modify public health policies to contain the virus's spread. Leadership played a role as decisive decision- making, clear communication, and strategic planning were imperative to navigate the unprecedented challenges. Countries with effective leadership, like New Zealand and Taiwan,

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4 promptly implemented rigorous testing, contact tracing, and lockdown measures, showcasing successful policy adaptation to mitigate the crisis's impact. Natural disasters, such as hurricanes or wildfires, also demand policy adaptation. Emergency response plans must be adjusted dynamically based on evolving conditions. Leadership becomes crucial in coordinating evacuations, allocating resources, and ensuring a seamless interagency response. For instance, during Hurricane Katrina, shortcomings in leadership led to delayed and ineffective responses, highlighting the dire consequences of inadequate crisis management. In both scenarios, successful leadership was characterized by agility, transparency, and a proactive approach to policy adaptation. Leaders who prioritized public health and safety, communicated effectively, and collaborated across sectors demonstrated successful crisis management by navigating uncertainties and guiding their communities through challenging times. C. Failed Leader Ship 3. Crisis managers’ removal from office Crisis managers who have failed in their duties should be removed from office. This is supported by political, ethical, economic and social considerations. Politically, the public's trust in leadership is essential for effective governance. Instances where crisis managers fail to adequately respond, such as the government's handling of Hurricane Katrina in the United States, erode public confidence and justifies calls for removal. Ethically, leaders have a responsibility to protect the well-being of their constituents. Failures in crisis management, as seen in the delayed response to the Flint water crisis, raise ethical concerns about prioritizing public health.

5 Economically, poor crisis management can have severe consequences, impacting industries and national economies. For instance, the mishandling of the 2008 financial crisis by some financial leaders contributed to economic downturns and highlighted the need for accountable crisis management. The crisis managers who failed in their duty in this scenario should be removed from office. Socially, the population bears the consequences of failed crisis management, as seen in the Chernobyl nuclear disaster. The aftermath of Chernobyl, marked by radiation exposure and its enduring health effects on the affected population, shows the significance of effective crisis management. Leaders who fail in their crisis management duties jeopardize public safety in societies and diminish trust in institutions; thus should be removed from office.

6 References Adubato, S. (2020). Johnson’s Tylenol Scare. getting it right. What Were They Thinking?, 12– 19. https://doi.org/10.36019/9780813545530-003 Frandsen, F., & Johansen, W. (2020). 3. reframing the field: Public Crisis Management, political crisis management, and Corporate Crisis Management. Crisis Communication, 59–102. https://doi.org/10.1515/9783110554236-003

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