| Abstract: | Heritage organisations depend on public support, which presupposes a reputation for responsible custodianship, technical expertise, sound financial management and sensitivity to conflicting public expectations (e.g. conservation and public access). Public support, however, can be fickle; a reputation can be severely damaged in a few days as a result of an unexpected crisis. Heritage managers have traditionally adopted a reactive approach to crisis handling. Such approaches frequently give rise to panic-driven responses, which amplify the scale of the original crisis and lead to a breakdown of trust among stakeholders. Having explored some examples of crises in the management of the archaeological heritage, this paper concludes with a case for managers to develop proactive crisis-management strategies. The proposed framework recognises its symbiotic relationship with the disciplines of strategy and reputation management. It incorporates three key elements: the identification and evaluation of risks; procedural arrangements for operating in a disaster situation; and effective communications to ensure the continuing support of stakeholders. |
