A tale of two crises: A structuration analysis of forgotten stakeholders

Colleen Arendt, Purdue University

Abstract

This study, an extended case study of the 2007 Minneapolis bridge collapse that killed 13 people and injured 145, goes beyond the typical reach of crisis communication by expanding the nature and numbers of affected stakeholders at local, state, national, and global levels through the use of Giddens' (1976, 1979, 1981, 1984) structuration theory. Structuration theory provides researchers with a way to move beyond current crisis communication approaches that privilege a managerial, top-down perspective focused largely on providing advice to leaders for managing and rhetorically responding to a crisis toward a new perspective. This new perspective focuses on crisis as a process that is proactive and reactive. A sample of 1800 local and national newspaper articles as well as interviews with small business owners were gathered and examined. Analysis of the data uncovered that that the rhetorical and structurational analyses combine to tell two very different tales of the crisis event and aftermath. Whereas one focuses on the victims who died or were injured and their survivors, as well as the emergency response and issues of spending priorities, the other, the structurational analysis, uncovers how and why different participants suffered and were victimized by the crisis despite being largely ignored by the media and their local government. The media focused largely on the national and state government in its coverage of the bridge collapse, while according to participants, and the local government seemed caught in inaction and/or nonsensical actions. With regard to theoretical contributions, this study uses structuration theory as a lens to integrate communication approaches that can reveal the complexities inherent in crisis situations and to bypass tendencies to isolate only certain crisis aspects through use of the container metaphor for communication. By taking a processual lens to crises, different stakeholders, crisis timelines, and sequences of rhetorical strategies in diverse communities can be considered and implemented. Practical implications center on the elaboration of crisis communication tactics beyond leadership's crisis responses and rhetorical strategies by developing ways to capture the interests of diverse stakeholders. These revisions to crisis and organizational communication revisit notions of stakeholder and community interests and needs.

Degree

Ph.D.

Advisors

Buzzanell, Purdue University.

Subject Area

Communication

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