I quote below, (link) by Geoff Parkes (theroar.com.au) – Where he clearly states the cover-ups in several industries such as big pharma, sports, etc. I will list the proactive PR Management actions chosen to prevent potential class-action cases (currently quite the flavour of the year), and/or compensations for irresponsible or lack of Duty of Care. Athletes are no different to employees of a corporation. Why not then, exercise Occupational Health & Safety Policies?
Hiding behind the concussion industry: The NRL’s ticking time bomb
2nd November, 2021 – by Geoff Parkes – Writer for The Roar
The 2020 book The Triumph of Doubt, written by ex-Barack Obama and Bill Clinton Assistant Secretary, David Michaels, is an eye-opening account of how corporate cynicism and greed repeatedly triumphs over the safety of workers and consumers.
Over 15 engrossing chapters, Michaels lays bare the sharp practices that infests industries as diverse as chemical, pharmaceutical, vehicle manufacturing and the NFL.
Among many stellar reviews, ex-San Francisco 49ers line-backer, Chris Borland said: “When corporations manipulate science and launch marketing campaigns to sow doubt, they ensure human suffering. Michaels’ work is vital reading for everyone to understand these industry tactics.”
While the specific approach differs from industry to industry, the tactical playbook adopted by corporations that elect to take this path is remarkably homogenous. Typically, when problems are identified, an executive decision is made to ‘manage’ the issue in favour of spending on resources to actually solve it.
Typical actions include:
•The careful management of public perceptions, both of the organisation and the issue, including high spending in public relations
•Commissioning and funding ‘friendly’ research, with predetermined outcomes unharmful to the organisation
•Quoting ‘friendly’ or irrelevant research, to validate their position
•Casting doubt on contrary science and research, and attacking the credibility of ‘unfriendly’ independent scientists and practitioners
•Continually calling for more evidence and clarity, insisting upon more and more studies, to push the issue further into the future
•Associating with high-profile politicians or public figures to enhance the legitimacy
•Highlighting trivial or partially relevant actions as evidence of ‘attacking the problem’
•Inadequate response to failures and breakdowns
•Fostering a culture within the organisation/industry where whistleblowing or conduct contrary to the objectives of the organisation are suppressed
•Abnormally high legal costs, combined with a desire to avoid court at all costs
•Paranoidal control of media, refusal to engage independent journalists and publications