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Routine and Non-Routine Responses

After Denny’s was convinced that a crisis was occurring, they responded in many ways. Some of the responses were routine; others were less traditional. Denny’s immediately implemented training programs that focused on understanding and respecting differences among people. These programs were used both in management and employee training (Adamson 2000). Denny’s also made an effort to recruit more minority owners and managers. Another routine response was bringing in a crisis specialist by the name of Jim Adamson to help them rebuild their image.

Other steps that were taken were not as conventional. Denny’s contributed $100,000 to each of nine civil rights organizations in 1997 and $625,000 to United Negro College fund (Lollar 2002). Denny’s also entered into fair share diversity pledge with the National Association for the Advancement of Colored People (NAACP) following their settlement (Ivey 2002). Because of the agreement with the NAACP, Denny’s has increased dollar amount of contract with minority suppliers from zero in 1992 to $100 million in 2002. This accounts for 17% of their total purchases from suppliers (Lollar 2002).

Although Denny’s prevailed in the end, the initial steps that were taken could have easily led to their downfall. The original denials of the race discrimination claims were unprofessional and only brought more adversity. Even when they finally settled the case, they still never admitted any guilt. No apologies were given even when they made this corrective action; they simply said that it was for financial purposes. A much better plan of attack would have been for Flagstaff and Denny’s to publicly apologize for the incidents when they occurred. This mortification would have shown the public that they were truly sorry for these incidents and suggested that they were making it a goal to fix the problem