Peter Sandman, the Risk Communications guru, coined the term "Battered Corporation Syndrome" in his article "Saying I'm Sorry", describing a phenomenon where organisations become so consumed by internal outrage and defensiveness that they resist engaging meaningfully with external stakeholders. While initially applied in crisis communication contexts, this syndrome presents a significant barrier to organisations’ willingness to co-design solutions with communities.
Understanding Battered Corporation Syndrome Organisations experiencing Battered Corporation Syndrome feel besieged by criticism, both fair and unfair. This relentless scrutiny fosters a deep sense of frustration and exhaustion among leadership and staff, leading to the perception that their expertise is undervalued and their efforts unappreciated. They have spent excessive time and energy defending past decisions and actions, making them wary of further engagement with external parties—especially those they perceive as hostile or overly critical.
The Impact on Co-Design
Reluctance to Engage – Organisations suffering from this syndrome withdraw from collaborative efforts, fearing further backlash. Rather than seeking to rebuild trust through co-design, they retreat, believing that engagement will only invite more criticism.
Defensive Posturing – Instead of approaching communities with openness and a willingness to listen, organisations may adopt a defensive stance, reinforcing the divide between institutions and the public they serve. This can lead to adversarial rather than cooperative interactions.
Lost Opportunities for Innovation – The most effective solutions often emerge from collaborative efforts where diverse perspectives contribute to problem-solving. However, when organisations refuse to engage, they miss out on valuable insights and innovative solutions that could address shared challenges.
Erosion of Trust – Avoiding community engagement exacerbates mistrust, as stakeholders perceive the organisation as unwilling to be transparent or accountable. This creates a vicious cycle where communities grow more critical, reinforcing the organisation’s defensiveness.
Breaking the Cycle To overcome Battered Corporation Syndrome and embrace meaningful co-design, organisations must take proactive steps:
Acknowledge the Experience – Recognising internal frustrations and the emotional toll of public criticism is the first step. Organisations should provide space for staff to process these experiences and move forward constructively.
Shift from Defence to Dialogue – Instead of framing community engagement as a battle, organisations should approach it as an opportunity for dialogue, emphasising shared goals and mutual benefits.
Build Resilience – Training staff in emotional resilience and effective public engagement can help them navigate criticism constructively. Developing a mindset that views feedback as an opportunity for growth rather than an attack is crucial.
Engage Early and Often – Rather than waiting for crises to force engagement, organisations should build relationships with communities in advance. Consistent, transparent communication fosters trust and reduces the likelihood of defensive reactions.
Empower Internal Champions – Identifying and supporting individuals within the organisation who are skilled at community engagement can help bridge the gap and create a culture of openness.
Conclusion
Battered Corporation Syndrome is a real and significant barrier to collaboration, but it is not insurmountable. Organisations can rebuild trust, harness collective expertise, and create more sustainable, community-centred solutions by shifting from a defensive posture to a co-design mindset. The challenge is not in avoiding criticism but in learning to engage with it constructively, ensuring that organisations and communities can work together toward meaningful change.
Want to learn how to work with your stakeholders more constructively? Check out our new online course, Introduction to Co-design
Max Hardy
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