Coombs Typology

Understanding the numerous possible crises presented by Fearn-Banks (2002) serves as an essential starting point for any crisis plan. Coombs (1999) has clarified crises through a typological list that demonstrates that although crises possess different characteristics, they tend to cluster into identifiable types. This typology includes:

• Natural disasters: When an organization is damaged as a result of the weather or “acts of God.”
• Malevolence: When some outside actor or opponent employs extreme tactics to express anger toward the organization or to force the organization to change.
• Technical breakdowns: When the technology used or supplied by the organization fails or breaks down.
• Human breakdowns: When human error causes disruption.
• Challenges: When the organization is confronted by discontented stakeholders. The stakeholders challenge the organization because they believe it is operating in an inappropriate manner, or it does not meet their expectations.
• Megadamage: When an accident creates significant environmental damage.
• Organizational misdeeds: When management takes actions it known will harm or place stakeholders at risk for harm without adequate precautions. These acts serve to discredit or disgrace the organization in some way.
• Workplace violence: When an employee or former employee commits violence against other employees or organizational grounds.
• Rumors: When false information is spread about an organization or its products. The false information hurts the organization’s reputation by putting the organization in an unfavorable light. (pp 61 – 62)