"THE GOLIATH TRAP: HOW NOT TO HANDLE DAVID VS. GOLIATH CRISES"
by Ishola Ayodele
In 2019, a Republican Congressman from California
decided to filed a lawsuit against a parody X (formerly Twitter) account named “Devin
Nunes' Cow.” The parody account had been critical of Nunes and his policies,
using satire and humor to comment on political matters. The lawsuit drew
significant attention and criticism, with many arguing it was an attempt to
stifle free speech and silence dissenting voices. The “Devin Nunes' Cow” X account
which has just less than 120 followers suddenly saw a surge in following
surpassing 500,000. Congressman Devin Nunes escalated his own crisis and garner
more sympathy and support for the X account.
This is why I often say that, “in the world of public
relations, navigating crises is often akin to a delicate dance, especially when
the parties involved are perceived as unequal adversaries.” The recent debacle
surrounding the conflict between Chioma Egodi and Erisco Foods Limited which is
continuation of product review crisis which started last when Chioma wrote some
reputational damaging post about Erisco Nagiko Tomato Mix on her Facebook page
to which Erisco Foods Limited decided to kill a fly with a sledge hammer by
getting her arrested, detained and sued for five Billion Naira.
The Chioma Egodi vs Erisco crisis exemplifies the need
for a nuanced and empathetic strategic approach, particularly in situations
where one party is perceived as a 'David' against a 'Goliath.' What began as a
dispute over product criticism has snowballed into a major crisis of grieve
negative perception and if not quickly resolved a major financial loss for
Erisco Food Limited. The company is becoming the paragon of ‘how not to handle
a crisis.’ Even to the extent of being mocked by other brand in the industry.
See figure 1 below
Figure 1
This is why in situations where power differentials
are stark, such as that between a multinational corporation like Erisco and an
individual like Chioma, a well thought strategic approach must be adopted.
Here's why:
Perception of Intimidation and Tyranny:
When one party wields significantly more power and
resources than the other, attempts to suppress dissent or control the narrative
can backfire spectacularly. In the case of Erisco, their aggressive PR tactics,
including involving family members of the other party and attempting to paint
them as the villain, have only fueled public outrage and exacerbated the
crisis. Cornel Osigwe, the CEO of Erisco's PR Agency, seemed to have
overstepped boundaries by trying to portray Chioma Egodi's family in a negative
light on social media platforms like X (formerly Twitter). Such actions not
only demonstrate a lack of empathy but also perpetuate a perception of
intimidation and tyranny, further damaging Erisco's reputation and credibility
in the eyes of the public.
The Wrong Approach:
Bringing Family into Crisis: Bringing family members
into a corporate dispute is almost always a misstep in crisis management. Not
only does it escalate tensions unnecessarily, but it also exposes vulnerable
individuals to public scrutiny and backlash. The attempt by Erisco's PR agency
to involve Chief Eric Umeofia’s family into the crisis in order to portray him as
responsible husband or caring man also suffered a backlash as this has exposed
the CEO’s wife to cyber criticism and insults.
The Self damaging interview:
Our colleague Cornel Osigwe is not doing a good job
truth be told allowing his client to appear in the documentary by AriseNews which
has further damaged the reputation of Erisco’s CEO Chief Eric Umeofia
as a heartless man. The documentary portrayed Erisco’s CEO as a Villain and Chioma
as the Victim. See figure 2 below
Figure 2: https://shorturl.at/luJXY
What baffled me was that Chief Eric Umeofia went into that
interview for the documentary with nothing but anger and hatred like beast
without any communication objective at all despite having media aids and a PR
Agency. You have a client in the storm of a crisis and you left him for
the wolf. The worst thing any PR agency managing a crisis can do is to allow
their client to do a media interview without any proper strategic planning
behind it. You must consider the angle of media, your major talking point, the tone,
and most importantly your positioning which shapes all other aforementioned
factors.
Strategic Approach for Mitigating Crisis:
A. Transparency
and Accountability: Erisco could have demonstrated sincerity
and accountability by addressing Chioma's concerns openly and transparently.
Instead of resorting to legal threats and intimidation, a willingness to engage
in constructive dialogue could have diffused tensions and fostered trust. This
is why Kuipers, & Brändström (2020) concluded that, “Accountability in times of crisis is a
balancing act between rebuttal and repair” (P.16).
Here is how Gino, another
Tomato paste company handled an almost the type of crisis recently perhaps the
self-inflicted reputation damage of Erisco is now a major lesson in the
industry. See figure 3 below
Figure 3
Although, the Eisco vs
Chioma crisis is a bit different from the Gino customer complaint. It must be
said in fairness to Erisco Food limited, Chioma made some serious reputation
damaging remarks about Erisco tomato mix which are strong allegations that could
threaten the existence of the brand and the company as a whole.
And the remark I meant is
not Chioma’s statement often quoted by the media, “I went to buy Tin
tomatoes yesterday that I will use to make stew, I didn’t see Gino and Sonia,
so I decided to buy this one. When I opened it, I decided to taste it omo!
Sugar is just too much! Haaa biko let me know if you have used this Tin tomato
before because this is an ike gwuru situation.”
It is what she said in
respond to a follower’s comment where she said, "Blessing Okeke help me
advise your brother to stop ki***ing people with his product." See
figure 4 below
Figure 4
This statement, a serious accusation against Erisco
Foods which makes neither the Gino approach (because it is an admittance that
your product is killing people) nor the self-destructive approach embarked upon
by Erisco a viable option.
In applying Transparency and Accountability, a more
innovative approach would have been to use humour and enlightenment to expose
Chioma ignorance as well as create more awareness about the product leveraging
third party celebrity authority influencers to drive sales.
B. Empathy
and Understanding:
‘Empathy’ in crisis management
involves understanding and sharing the feelings, thoughts, and experiences of
those affected by the crisis. It requires putting oneself in the shoes of
others to comprehend their perspectives, emotions, and needs. ‘Understanding’
in crisis management refers to gaining insight into the root causes, dynamics
(especially the Context, Content & Contest), and the implications of the
crisis on all the crisis actors in the crisis arena.
Stream of studies have
proved that responding with understanding and empathic communication and
behaviour can significantly influence public perception of an organisation in
time of crisis {Waele, Schoofs & Claeys, 2019; Stephanie
Dolamore et al, 2021; Tara Van Bommel, (2021); Raina Reeta, (2022)}. And a
whopping strong majority (94%) of respondents believe that empathy during a
crisis has a positive influence on corporate reputation in a 2013 study by Ann
T. Gallagher.
Therefore, recognizing the power
imbalance inherent in the situation, Erisco should have approached the crisis
with empathy and understanding. Acknowledging Chioma's grievances and
demonstrating a genuine commitment to addressing them could have garnered
public goodwill and mitigated reputational damage.
C. Collaborative
Problem-Solving:
In the book International
Encyclopedia of Education (4th Edition), Jessica Andrews-Todd and Carol M.
Forsyth (2023) asserted that ‘Collaborative problem solving (CPS)’ is a
critical competency required for
success in today's world given that many of today’s challenges require
individuals to come together to find solutions to novel problems. And the Organization for Economic
Co-operation and Development (OECD) defines CPS as “the capacity of an
individual to effectively engage in a process whereby two or more agents
attempt to solve a problem by sharing the understanding and effort required to
come to a solution and pooling their knowledge, skills and efforts to reach
that solution” (OECD, 2017a, p. 6)
Although, Dr Ross Greene
staunchly recommended CPS has an issue crisis prevention strategy yet a 2019
study by six researchers found that collaborative problem-solving approach when
combined with active listen leads to significant success rate in crisis outcomes
(Cox DW et al, 2021). This research was
corroborated by another 2021 study by Ines Schindler and Cynthia A. Berg which
shows that CPS can offer numerous benefits to
individual and dyads, especially among people facing crises (Schindler &
Berg, 2021).
Furthermore, Dr. J.
Stuart Ablon of Harvard University in his research based book ‘Collaborative
Problem Solving: An Evidence-Based Approach to Implementation and Practice’
underscores the effectiveness of CPS by delving into the neurobiological
factors that are key to understanding this concept.
Consequently, rather than
viewing Chioma as an adversary, Erisco could have embraced a collaborative
problem-solving approach to resolving the issue. Engaging in mediation or
arbitration, facilitated by neutral parties, could have provided a platform for
resolving disputes amicably and preserving both parties' dignity.
D. Long-Term
Reputation Management: Crisis management isn't just about
mitigating immediate damage; it's also about safeguarding long-term reputation
and trust. Erisco's failure to address Chioma's concerns in a respectful and
constructive manner has not only damaged their brand reputation but also eroded
consumer trust and loyalty.
CONCLUSION
In conclusion, crises involving a 'David and Goliath'
dynamic necessitate a strategic approach rooted in empathy, transparency, and
collaborative problem-solving. As renowned author and leadership expert, Simon
Sinek, once said, "Leadership is not about being in charge. It's about
taking care of those in your charge." This sentiment underscores the
importance of recognizing power differentials and approaching crises with a
genuine concern for all stakeholders involved. Conversely, attempts to suppress
dissent or control the narrative can have detrimental effects on brand reputation
and consumer trust.
By acknowledging power imbalances and refraining from
tactics of intimidation, companies can foster an environment conducive to
constructive dialogue and resolution. As Maya Angelou famously said, "I've
learned that people will forget what you said, people will forget what you did,
but people will never forget how you made them feel." This sentiment
encapsulates the lasting impact of empathy and understanding in crisis
management.
Furthermore, collaborative problem-solving not only
leads to more sustainable solutions but also demonstrates a commitment to
fairness and justice. In the words of Helen Keller, "Alone we can do so
little; together we can do so much." By engaging stakeholders in
meaningful dialogue and seeking common ground, companies can navigate crises
more effectively while preserving their reputation and fostering trust. This
approach not only demonstrates a willingness to listen and address concerns but
also builds stronger relationships with stakeholders, laying the foundation for
long-term resilience and success.
Finally, As the adage goes, "It's not about the
size of the dog in the fight, but the size of the fight in the dog." This
serves as a powerful reminder that resilience, integrity, and empathy are the
true measures of effective crisis management. Moving forward, Erisco Foods
Limited would do well to heed these lessons and approach future crises with
humility, compassion, and a commitment to ethical conduct as this will
ultimately define a company's reputation and legacy in the eyes of the public.
Ishola, N. Ayodele is a distinguished and multiple
award-winning strategic communication expert who specializes in ‘Message
Engineering’. He helps Organizations, Brands and Leaders Communicate in a way
that yields the desired outcome. He is the author of the seminal work, 'PR Case
Studies; Mastering the Trade,' and Dean, the School of Impactful Communication
(TSIC). He can be reached via ishopr2015@gmail.com or 08077932282.
Reference
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