Hearit, a professor of communication at Western Michigan University and author of Crisis Management by Apology: Corporate Response to Allegations of Wrongdoing , argues that effective crisis management is not merely about controlling information—it is about managing . At its core, every crisis is a narrative battle. An organization is accused of malfeasance, negligence, or hypocrisy. The response, according to Hearit, must be rooted in robust rhetorical theory, primarily the theory of apologia, and then deployed with surgical precision.
In the field of strategic communication, few scholars have bridged the gap between abstract academic theory and practical corporate survival as effectively as . His work, particularly in "Crisis Management: Applying Theory to Real Cases," provides a definitive roadmap for how organizations can navigate the treacherous waters of public scandal and operational failure. Hearit, a professor of communication at Western Michigan
The crisis defined Exxon as a villain for a generation. The company paid billions in cleanup and fines, but the reputational wound never fully healed. Hearit uses this case to teach a crucial lesson: When the accusation is about values, a legalistic defense is the worst possible response. The response, according to Hearit, must be rooted
Johnson & Johnson, led by CEO James Burke, enacted a strategy Hearit would categorize as mortification combined with corrective action . They immediately recalled 31 million bottles ($100 million cost), halted advertising, introduced tamper-resistant packaging, and communicated transparently through the media. The crisis defined Exxon as a villain for a generation
Hearit’s approach is rooted in the belief that a crisis is not just a logistical problem to be solved, but a to be managed. The Core Philosophy: Crisis as a Legitimacy Gap