BP Crisis Communication
British Petroleum
Deepwater Horizon Crisis
Made to:
Made by:
Jakob
Lisbet Pals Svendsen, Magrethe Mondahl & Zaki Faizi – at IPA/Student Service Desk, 12 PM.
Oliver Bjørner Søe, Kristoffer Thygesen, Michael Joachim Simon Aagaard, Casper Sylvest Helledi &
Ekeløf Jensen – Group Name: Mixed Messages
To be handed in: 03/12/2012
Exam date:
18/12/2012
Characters:
Course:
Corporate Communication
Corporate Communication Project
Copenhagen Business School
Mixed Messages, B.Sc. IB
Page 1 of 28
Abstract
In this paper we have shed light on the Deepwater Horizon
Crisis of April 2010, with focus on British Petroleum’s communicative behaviour and shortcomings. Through different taxonomic levels and analytical tools the purpose of this paper is to illuminate British Petroleum’s communicative decisions and the following consequences. We have, in addition, used several different theories to underline and strengthen the results of our research. These theories have mainly been used in our analysis which has led to a rather intriguing discussion. We finally deducted that the lessons learned from this case can with benefit be applied to upcoming studies, as they showed that in order to deal with a crisis, successfully, an organisation must react quickly, precisely and with a level of dignity and humility – however, the company must have a level of transparency in order to come across as trustworthy. The paper also addresses the rising importance of corporate social responsibility in the modern communicative society. After analysing and discussing, this paper concludes that BP’s communication during the crisis was very inconsistent and too many inaccurate strategies were used. We also conclude that other strategies could beneficially have been used, including showing more concern in reaction to the crisis and generally responding quicker.
Corporate Communication Project
Copenhagen Business School
Mixed Messages, B.Sc. IB
Deepwater Horizon Crisis
Made to:
Made by:
Jakob
Lisbet Pals Svendsen, Magrethe Mondahl & Zaki Faizi – at IPA/Student Service Desk, 12 PM.
Oliver Bjørner Søe, Kristoffer Thygesen, Michael Joachim Simon Aagaard, Casper Sylvest Helledi &
Ekeløf Jensen – Group Name: Mixed Messages
To be handed in: 03/12/2012
Exam date:
18/12/2012
Characters:
Course:
Corporate Communication
Corporate Communication Project
Copenhagen Business School
Mixed Messages, B.Sc. IB
Page 1 of 28
Abstract
In this paper we have shed light on the Deepwater Horizon
Crisis of April 2010, with focus on British Petroleum’s communicative behaviour and shortcomings. Through different taxonomic levels and analytical tools the purpose of this paper is to illuminate British Petroleum’s communicative decisions and the following consequences. We have, in addition, used several different theories to underline and strengthen the results of our research. These theories have mainly been used in our analysis which has led to a rather intriguing discussion. We finally deducted that the lessons learned from this case can with benefit be applied to upcoming studies, as they showed that in order to deal with a crisis, successfully, an organisation must react quickly, precisely and with a level of dignity and humility – however, the company must have a level of transparency in order to come across as trustworthy. The paper also addresses the rising importance of corporate social responsibility in the modern communicative society. After analysing and discussing, this paper concludes that BP’s communication during the crisis was very inconsistent and too many inaccurate strategies were used. We also conclude that other strategies could beneficially have been used, including showing more concern in reaction to the crisis and generally responding quicker.
Corporate Communication Project
Copenhagen Business School
Mixed Messages, B.Sc. IB
Bibliography: • Cornelissen, Joep., 2011. Corporate Communication – A Guide to Theory and Practice. • Benoit, William L., 1995, Accounts, Excuses, and Apologies: A Theory of Image Restoration Strategies. • Heath, Robert L., 2001, Handbook of Public Relations, Sage Publications. • Hermann, C. F., 1963. Some Consequences of Crisis Which Limit The Viability of Organisations.