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| Acknowledgments | |
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| Introduction | |
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| A New Way of Interacting with the Public | |
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| Why We All Should Be Concerned About Angry Publics | |
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| The Public Is Not Easily Appeased | |
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| The Typical Approach to Public Relations Does Not Work | |
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| A Different Approach Is Needed | |
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| Why Is the Public Angry? | |
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| What Is Anger? | |
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| Why Are People Angry? | |
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| Rational and Irrational Anger | |
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| Typical Responses to an Angry Public | |
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| Dealing with an Angry Public: The Conventional Wisdom | |
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| The Mutual-Gains Approach | |
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| The Mutual-Gains Approach: Six Principles | |
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| The Old Plastics Factory | |
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| Background | |
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| Applying for a Waiver | |
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| Further Study | |
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| The Public Presentation | |
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| A Disaster Threatens | |
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| The Fallout | |
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| Accidents Will Happen | |
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| Three Mile Island: To Tell or Not to Tell | |
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| The First Day: March 28, 1979 | |
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| The Second Day: March 29, 1979 | |
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| The Third Day: March 30, 1979 | |
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| The Final Days: March 31 and April 1, 1979 | |
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| Telling the Truth: The Mutual-Gains Approach | |
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| The Advantages of Disclosure Outweigh the Disadvantages | |
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| Act in a Trustworthy FashionSelect a Capable Spokesperson | |
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| Enlist Support on the Outside | |
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| Government and Business Should, Can, and Do Cooperate | |
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| The Exxon Valdez: When Paying Out Doesn't Pay OffCleaning Up | |
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| A Modest Proposal | |
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| Exxon's Response | |
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| Mitigation Efforts | |
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| Compensation for Damages | |
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| The Aftermath | |
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| Doing It Differently: The Mutual-Gains Approach | |
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| The Company's Failure to Accept Responsibility | |
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| The Company's Failure to Establish Clear Lines of Communication | |
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| The Company's Failure to First Mitigate, Then Compensate (and Ultimately Leave People Better Off) | |
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| The Company's Failure to Convene an Effective Problem-Solving Forum | |
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| Conclusion | |
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| Risky Business | |
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| What Is Risk? | |
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| Assessing Risk | |
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| Perceiving Risk | |
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| Communicating Risk | |
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| Risky Business | |
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| The Breast Implant Controversy | |
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| The Story Unfolds | |
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| The Story Is Retold | |
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| What Should the Company Do? | |
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| Implant Rupture | |
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| Drawing Conclusions in the Face of Uncertainty | |
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| Knowing Your Product and Presenting It Truthfully: The Mutual-Gains ApproachSet Clear Performance Standards | |
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| Minimize the Risk, Not the Concerns of Others | |
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| Make Commitments You Can Keep | |
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| Seek to Know, Not to Hide | |
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| Engage Stakeholders in Making Risky Decisions | |
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| Make Contingent Commitments | |
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| When Values Collide | |
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| What Are Values? | |
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| Why Are Value Conflicts So Difficult to Resolve? | |
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| A Model for Deescalating Intractable Conflicts | |
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| Hydro-Quebec and the Cree: Clashing Cultures | |
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| Hydro-Quebec's Response to the Cree | |
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| Talking With, Not At, the Other: The Mutual-Gains Approach | |
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| Seek Common Principles -- Despite Seemingly Stark Differences | |
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| Consider That You Might Be Wrong | |
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| Consider Substantial Community Improvement Through a Fair Process, Not Compensation Only for the FewIgnoring the Principles of the Mutual-Gains Approach Intensifies Cultural Conflict | |
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| Animal RightsListening Whether You Agree or Not: The Mutual-Gains Approach | |
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| Examine History to Better Understand TodaySeek Reason Amid Emotion, Not Reason at the Expense of Emotion | |
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| Recognize Diversity on the Other SideBeware the Pitfalls of "Rights Talk"Seek Forums for Dialogue | |
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| The Media | |
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| The Conventional Wisdom of Media Relations | |
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| The Media as Adversary | |
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| The Media as a Tool | |
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| The Media Can Be Controlled | |
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| Media Policy by Default | |
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| The Mutual-Gains Approach to Dealing with the Media | |
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| Take into Account the Interests of the Media | |
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| Tell the Media What You Know and Don't Know | |
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| Make Available People with Authority Who Can Share Their Views Openly | |
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| Work to Convince Media They Have an Educative Role | |
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| Use a Neutral to Speak in a Single VoiceIn a Consensus-Building Process, Establish Ground Rules to Guide Media Interactions | |
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| Use Additional Means of CommunicationSet an Example for the Media to FollowSummary | |
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| Principled Leadership | |
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| Doing the Right Thing | |
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| Integrity, Honesty, and Trust | |
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| How to Inspire Trust | |
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| Sharing, Listening, and Learning | |
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| What Leaders ValueLeadership and Institutions | |
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| Concluding Remarks | |
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| Notes | |
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| Bibliography | |
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| Index | |