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	<title>ChiefExecutive.net &#124; Chief Executive Magazine &#187; Crisis Management</title>
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		<title>If I Were Lloyd Blankfein: How the CEO Can Address Goldman&#8217;s Crisis with Clients and Employees</title>
		<link>http://chiefexecutive.net/if-i-were-lloyd-blankfein-how-the-ceo-can-address-goldmans-crisis-with-clients-and-employees</link>
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		<pubDate>Mon, 19 Mar 2012 18:33:28 +0000</pubDate>
		<dc:creator>Bob Marston</dc:creator>
				<category><![CDATA[Corporate Reputation]]></category>
		<category><![CDATA[Crisis Management]]></category>
		<category><![CDATA[Leadership & Strategy]]></category>

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		<description><![CDATA[Last week <i>The New York Times</i> published a highly unusual letter of resignation from Greg Smith who signaled his departure from Goldman Sachs with a public rebuke of practices he alleged were harmful to Goldman’s customers.  The fact that such a letter was prominently featured by Times editors suggests they gave its contents a high degree of credibility even though no specific examples of wrongdoing were offered by the disaffected former employee.]]></description>
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		<title>Unsubstantiated Public Attacks: Learning from the Toyota Recall Crisis</title>
		<link>http://chiefexecutive.net/unsubstantiated-public-attacks-learning-from-the-toyota-recall-crisis</link>
		<comments>http://chiefexecutive.net/unsubstantiated-public-attacks-learning-from-the-toyota-recall-crisis#comments</comments>
		<pubDate>Mon, 13 Jun 2011 19:17:28 +0000</pubDate>
		<dc:creator>Jeffrey K. Liker and Timothy N. Ogden</dc:creator>
				<category><![CDATA[Crisis Management]]></category>
		<category><![CDATA[Featured article]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Leadership & Strategy]]></category>
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		<description><![CDATA[When faced with serious recalls in late 2009 and early 2010, Toyota had important strategy decisions to make.  Though they knew that there were not any engineering flaws (as NASA confirmed in 2011), Toyota decided to take the blame.  Instead of pointing fingers, the Japanese automobile manufacturer dealt with the crisis in a way that made them stronger as a brand. What can other companies learn from Toyota's PR nightmare?]]></description>
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		<title>In Case of Emergency, BREAK GLASS!</title>
		<link>http://chiefexecutive.net/in-case-of-emergency-break-glass</link>
		<comments>http://chiefexecutive.net/in-case-of-emergency-break-glass#comments</comments>
		<pubDate>Mon, 23 Nov 2009 00:00:00 +0000</pubDate>
		<dc:creator>c.j. prince</dc:creator>
				<category><![CDATA[Boards of Directors]]></category>
		<category><![CDATA[Crisis Management]]></category>

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		<description><![CDATA[Increasingly, when CEOs find themselves in a tough spot, they have come to rely on members of their board to roll up their sleeves and pitch in.<BR>]]></description>
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