You have to feel sorry for British Airways.

In keeping with the airline industry in general, BA enjoys a profile that its size alone fails to warrant. Recent years have seen the company at the lower end of the FTSE 100, but the company is rarely out of the news.

The industry closely mirrors the turbulence of the world economy and demand can be extremely brittle. It is also often at the mercy of external shocks beyond the control of its managers. BA must be concerned, that many thousands will shun the airline following the revelation that low traces of radiation have been found on two planes. But BA also seems to be rather adept at providing its own internal controversies.

The airline appears to have an unerring ability to walk straight into a trap, which is troublesome for customers, investors and staff alike.

It is only just recovering from a damaging strike at a catering supplier, Gate Gourmet.

Two senior executives resigned after the launch of a transatlantic inquiry into price-fixing of fuel surcharges and much media attention has focused on the airline's £2bn pension deficit.

Like most airlines, BA has a strict uniform code and displays of jewellery are forbidden. Although crosses are sold from its in-flight trolleys, for inexplicable reasons it decided to confront an employee who wanted to wear her cross; a matter that is both topical and sensitive. Tony Blair, among others, lambasted the BA chairman: "One of the things I learnt in politics is that there are some battles really, really worth fighting and there are battles really, really not worth fighting". The airline reversed its decision.

In this case, BA did what big organisations always do - it followed the rule book. Without strict compliance how can you run an airline - failure to do so would lead to planes falling out of the sky. However, uniforms form part of a "bigger picture" that is dynamic, difficult to assess and fragile. This bigger picture is that of public opinion.

The airline realises it must please the public, but it cannot even begin to do that if it ignores the strongly held views of its own staff.

A brand that may have been assiduously developed over many years can be quickly and severely damaged by sudden events. In managing such episodes, managers might do well to apply the easily recalled "4 Rs" of managing such risks in a crisis: reduction, readiness, response and recovery.

* Nigel Evans is acting dean of Teesside Business School.