A credential should reflect demonstrated capability. It should indicate not just that someone has participated, but that they can apply what they have learned in ways that matter. This is where higher education plays a critical role. The rigor, intentional assessment, and standards that define our work are what allow a credential to carry that level of meaning.
The simple truth is that when a crisis unfolds the WIIFM (What’s In It For Me?) proposition kicks into overtime!
Beneath these cases lies the same pattern: a profound miscalculation of consumer sentiment, a disconnect between data and reality, and an overconfidence that “modernization” alone is a winning strategy.
"Don’t try to change everything at once. Start with the low-hanging fruit. Small changes really can fuel big initiatives," SC&I CPS Lecturer Clair Carter-Ginn advises.
Today’s challenges demand adaptive strategic thinking: the ability to sense change early, reorient quickly, and act with clarity in complexity.
I teach PR professionals about crisis communication planning at Rutgers University (it’s a terrific, thorough certificate program on this matter), and one of the common threads is that few of these communication leaders are part of business continuity planning, and they can be wanting for details just like any other stakeholder. Yet, they will probably be the ones needed to communicate issues and outcomes. That creates a problem.