Problem Solving Application: United's Turbulent Communicatio

Problem Solving Application Caseuniteds Turbulent Communications Stra

United Airlines experienced a significant public relations crisis following an incident involving the forcible removal of a passenger, Dr. David Dao, from a flight in April 2017. The airline’s initial communication strategies exacerbated the situation, leading to widespread outrage, social media backlash, and a decline in customer trust and stock value. As a business owner analyzing this case, the fundamental problem is the airline’s failure to effectively manage its communication and crisis response, resulting in damage to its reputation, customer loyalty, and financial standing.

The core issue revolves around the airline’s inability to handle the crisis with empathy, transparency, and consistency. The problem manifests as a gap between United Airlines' desired outcome of maintaining customer trust and public confidence and its actual outcome of damaging its brand image and losing consumer goodwill. Moreover, the incident highlighted flaws in internal communication, employee training, crisis preparedness, and social media policy, which collectively contributed to the escalation of the crisis.

Paper For Above instruction

Applying the three-step problem-solving approach using the Organizing Framework from Chapter 9, this paper systematically analyzes United Airlines' crisis by defining the problem, identifying its causes, and proposing workable solutions.

Step 1: Defining the Problem

The primary problem identified is the significant gap between the airline’s intended image as a customer-centric carrier and the public perception following the incident. The incident resulted in a traumatic experience for Dr. Dao, widespread negative publicity, and a loss of customer confidence. This can be viewed through the outcomes box of the Organizing Framework, specifically the reputational damage, declining customer loyalty, and financial repercussions.

From a stakeholder perspective, the problem affects multiple groups: passengers, employees, management, shareholders, and the general public. The most critical outcome to address is the erosion of trust and the subsequent decline in brand equity. The incident reveals a problem at the organizational level — the failure of United's crisis communication and crisis management procedures, which failed to prevent or mitigate the damage caused by both the incident and the rash communication responses.

Step 2: Causes of the Problem

Using the Organizing Framework, we identify causes related to both personnel and situational factors, as well as processes.

Person factors include inadequate employee training in handling difficult situations and crisis communication. United employees involved in the incident appeared ill-prepared, as evidenced by their aggressive actions and the subsequent public backlash. The internal culture and policies prioritized operational efficiency and compliance over customer empathy, leading to improper handling of the situation.

Situational factors encompass the airline’s overreliance on a rigid policy of involuntary deboarding, without considering the human element. The decision to forcibly remove Dr. Dao without hesitation reflected a systemic policy that overlooked the ethical and emotional impacts of such actions. The social media environment amplified the severity of the incident, transforming a local event into a global crisis almost instantaneously.

In terms of processes, United’s communication strategy was flawed. The initial response was defensive and lacked sincerity, which fueled public outrage. The use of euphemisms like “re-accommodation” instead of acknowledging the severity of the incident, combined with low empathy and transparency, created a perception of insincerity and corporate indifference. Furthermore, internal communication was mishandled, as CEO Munoz’s internal letter became public, worsening the crisis.

Repeated questioning of these causes reveals that the root causes stem from a combination of organizational culture that emphasized efficiency over empathy, inadequate crisis preparedness, and ineffective communication policies. These factors collectively caused the incident’s escalation and long-lasting damage.

Step 3: Recommendations and Action Plan

To resolve these issues, recommendations focus on dissolving the current crisis management weaknesses and establishing a culture of transparency, empathy, and proactive communication.

Firstly, United Airlines should implement comprehensive crisis management training that emphasizes empathy, cultural sensitivity, and transparency for all employees, especially those in customer-facing roles. This training must include how to handle emotionally charged situations, communicate sincerely, and prioritize customer well-being without compromising safety or operational policies.

Secondly, the airline must revise its policies regarding involuntary removal of passengers, emphasizing voluntary re-accommodation and providing meaningful incentives or options before resorting to force. Incorporating a human-centered approach would prevent future incidents and demonstrate a genuine commitment to customer dignity.

Thirdly, a major overhaul of social media and crisis communication policies is necessary. United should establish a clear crisis communication plan that prioritizes transparency, immediate acknowledgment of issues, and prompt apologies. Apologetic messages should be sincere, empathetic, and aligned with the company’s values to rebuild trust.

Additionally, leadership must demonstrate accountability. The CEO and senior management should publicly address mistakes transparently and outline steps taken to prevent recurrence. Regular internal reviews and external audits of crisis policies should be institutionalized to ensure continuous improvement.

Implementing these recommendations requires a strategic action plan: First, develop and deliver training sessions within three months, emphasizing empathy and crisis communication. Second, revise policies on passenger removal by the next quarter, involving stakeholders from legal, safety, and customer service departments. Third, establish a crisis communication team responsible for rapid response planning, with quarterly drills to test readiness. Lastly, leadership should foster an organizational culture that values shared values and ethical conduct through ongoing communication and performance assessments.

Conclusion

The United Airlines incident exemplifies how failure in internal processes, organizational culture, and communication strategies can escalate a local problem into a global crisis. Employing a structured problem-solving approach reveals that the root causes lie in inadequate employee training, rigid policies, and poor communication policies. Addressing these issues through targeted training, policy reform, and strategic communication planning can help the airline rebuild its reputation and establish a resilient organizational culture committed to customer trust and ethical conduct.

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