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Harvard business review 201509（笔记）part1
The organizational apology a step-by-step guide
By Maurice E. Schweitzer, Alison Wood Brooks, and Adam D. Galinsky
Introduction
At some point, every company makes a mistake that requires an apology – to an individual; a group of customers, employees, or business partners; or the public at large. And more often than not, organizations and their leaders fail to apologize effectively, if at all, which can severely damage their relations with stakeholders and their reputations, especially if the incidents become public (and publicized).
In this article, we present an apology formula, drawn from our work and research in management and psychology, that provides a diagnostic and practical guidance on the who, what, where, when, and how of an effective apology. The bottom line for serious transgressions: senior leaders must immediately express candor, remorse, and a commitment to change in a high-profile setting – and make it sincere.
The apology dilemma
Apologies are difficult in an organizational context.
(1) A company mistake is often caused by a single division or employee, and a bad situation is frequently made worse by events beyond its control. It can feel unjust for a CEO or an entire organization to have to take responsibility.
(2) companies have a strong tendency to evaluate the situation through a legal lens.
Companies need to stop thinking this way.
Most apologies are low cost – and many create substantial value. They can help defuse a tense situation, and fears of litigation are often unfounded.
Should you apologize?
1. was there a violation, whether real or perceived?
Psychological contract: the expectations customers, employees, business partners, or other stakeholders have about an organization’s responsibilities and what is right or fair. This often extends well beyond and explicit contract. To understand those expectations, managers have to imagine the situation from different vantage points.
2. was the violation core or noncore?
Certain activities and responsibilities are central to company’s products, services, and mission. Other responsibilities are peripheral or less consequential.
A company that has committed a noncore violation has greater flexibility, though an apology may still be warranted or beneficial.
3. how will the public react?
In gauging the probable reaction to an incident, companies should take into account the relative size and status of the parties. A violation committed by a large, powerful, or high-status organization against a low-status, low-power person or group is more likely to engender public outrage and require an apology, than a violation committed by a mom-and-pop business or one that hurts only wealthy individuals or corporations.
4. is the company willing to commit to change?
If they can’t or don’t want to do things differently in the future, the case for making an apology is weak, because it will sound hollow and unconvincing.
Sometimes managers become so focused on their new course of action that they forget to apologize. That’s a mistake; without a show of remorse, people are likely to think you’re whitewashing the violation.
The apology formula: the right way to apologize
As a framework for getting it right, companies need to think carefully about who, what, where, when, and how.
Who
The more serious and the more core the violation, the more necessary it becomes that a senior leader – up to and including the CEO – make the apology.
Deciding who should receive the apology is often straightforward – although companies can slip up here too.
What
This is the substance of the apology – the words you say and the actions you take. It’s important to keep three goals in mind: candor, remorse, and a commitment to change.
The best apologies show candor. They leave no room for equivocation or misinterpretation, and they make absolutely clear that the organization acknowledges both the harm that was caused and its own responsibility. Organizations should never sound defensive or as if they’re trying to justify a violation. However, explanations and information can help.
Effective apologies also express remorse.
The third key ingredient is demonstrating a commitment to change. An apology should create distance from the old self that committed the violation and establish a new self that will not engage in similar behavior.
Where
If a company wants to control the coverage of an apology, the setting can determine how loud – and widely heard – the message will be.
Organizations often default to written statements that reach a broad audience, especially when they’re published in newspapers.
Managers should realize, however, that there are risks to this approach. A live, on-site apology puts a leader in an uncontrolled environment. Apologizing to victims face-to-face can be effective if they accept the apology – but if they don’t, the event could turn into a public confrontation. Sometimes public apologies come off as publicity stunts.
When
A good apology arrives quickly. Speed signals sincerity and dispels the idea that executives feel uncertainty or ambiguity about their responsibility.
How
The way an apology is delivered can matter just as much as the content of the apology. Informal language and personal communication can help.
Written statements have the benefit of being broadcast quickly, but it is often easier to strike the right tone through speech. A leader can rely on nonverbal cues to convey emotion, humility, and empathy.
Preparing to apologize
For core violations, the what has to show a tremendous commitment to change, the who has to be senior leaders, the when has to be fast, the where has to be high profile, and the how must be deeply sincere and demonstrate empathy.
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