Discourse of Renewal

Pyle, Andrew S.; Fuller, Ryan; Ulmer, Robert R.

doi:10.1002/9781119399926.ch21

Cited by 6 publications

(3 citation statements)

References 48 publications

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“…This view of renewal is framed as a capacity to transform, change or ‘bounce forward’ in a manner consistent with Holling's formulation of ecological resilience. In DRT, Ulmer et al (2007), Seeger and Sellnow (2016) and Pyle et al (2020) focus on organizations and argue that effective crisis response often requires re‐envisioning and reconstituting operational goals and processes in fundamentally new and transformative ways. What distinguishes renewal is its move away from postcrisis discourse focused primarily on returning to and protecting the status quo and towards creating a space where individuals and organizations can create new ways in which to exist in postcrisis environments (Seeger et al, 2005; Sellnow et al, 2022).…”

Section: Resiliencementioning

confidence: 99%

“…Resilience has also captured the imagination of crisis communication researchers (Buzzanell, 2010, 2021; Chewning et al, 2013; Houston & Buzzanell, 2020). The Communication Theory of Resilience (CTR) developed by Buzzanell and colleagues and the Discourse of Renewal Theory (DRT), formulated by Ulmer, Seeger and Sellnow (Pyle et al, 2020; Seeger & Ulmer, 2002; Ulmer & Sellnow, 2002) describe the ways systems enact adaptive and positive respond to serious disruptions.…”

Section: Introductionmentioning

confidence: 99%

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Keystone theories of postcrisis discourse: Communication Theory of Resilience and Discourse of Renewal

Seeger,

Nowling,

Seeger

2024

Contingencies & Crisis Mgmt

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Theories of resilience are keystones for understanding how individuals, small groups, organizations, and communities arrive at collective meaning, resolve uncertainty, and respond to crisis events. In response to a crisis, organizations can pursue three goals: Returning to the prior equilibrium, creating a new equilibrium with new processes and policies, or a combination of the two. Theories of resilience and renewal address these responses. Resilience has been applied in a diverse set of academic fields as well as in public policy discussions and in popular culture. This broad application, however, has resulted in conceptual confusion and conflicting interpretations. We explore the origins of resilience and its characteristics. We then review two discipline‐specific postcrisis theories, The Communication Theory of Resilience and Discourse of Renewal. We ask, how can these theories enrich understanding of postcrisis adaptive processes and create for a more comprehensive picture of how individuals and organizations respond to crises? Taken together, they provide a broader framework for understanding the role of postcrisis discourse and informing practitioners in the enactment of responses.

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Section: Resiliencementioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Keystone theories of postcrisis discourse: Communication Theory of Resilience and Discourse of Renewal

Seeger,

Nowling,

Seeger

2024

Contingencies & Crisis Mgmt

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“…“Organizations that practice ethical communication, learn directly or vicariously from organizational failures, frame reality effectively, and articulate a forward-looking vision improve their chances of post-crisis recovery” (Fuller et al, 2019, p. 273, citing Ulmer et al, 2019). According to the discourse of renewal theory, clarity, honesty, openness, positive stakeholder relations, and organizational learning are central values in organizational responses to crises that can foster renewal and resilience (Pyle et al, 2020; Ulmer et al, 2019). Readiness for renewal consists of two dimensions.…”

Section: Organizational Crisis Management Communication and Responsesmentioning

confidence: 99%

U.S. Nonprofit Organizations Respond to the COVID-19 Crisis: The Influence of Communication, Crisis Experiences, Crisis Management, and Organizational Characteristics

Fuller

Rice

Pyle

2023

American Behavioral Scientist

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Nonprofit organizations (NPOs) are significant contributors culturally, socially, and economically, but little research has focused on their management of organizational crises. Research has been quickly documenting impacts of the COVID-19 crisis on different sectors, but again less so for NPOs. This is significant because research and recommendations developed in one sector (such as for-profit corporations) may not translate to others (such as NPOs). NPOs are particularly vulnerable due to their dependence on public financial support and demands on their resource during crises. We report on a unique and unfortunate opportunity to assess response dynamics from a half year before (2019) and a half year after (2020) the beginning of the COVID-19 pandemic in the United States. We draw on a unique dataset (combining surveys at two points in time, Twitter use data, and financial information, from 578 NPOs) to develop a general model (grounded in the discourse of renewal theory) of five sources of influence (communication, organizational resources, crisis experience, crisis management, crisis impacts) on three types of strategic responses by nonprofits (retrenchment, persevering, and innovating) to COVID-19. Higher levels of communication, crisis experience, and crisis management all predicted greater tendencies for persevering and innovating in response to COVID-19. The implications for research and practice include extending crisis communication research to the nonprofit sector and demonstrating how NPOs can strengthen themselves to recover from COVID-19 or the next crisis.

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