Ch 6
Rules of CM
1: Don't Wait 2: Don't run from the truth 3: Don't Hide
Issue
A matter that is in dispute between parties. Evokes debate, controversy, or differences of opinion
Issues Management
A process by which organizations identify issues in the stakeholder environment, analyze and prioritize those issues in terms of their relevance to the organization, plan resources to the issues and then evaluate and monitor results
Types
Economic Physical Personnel Criminal Information Reputational Natural Disasters
Crisis
Extreme event that may threaten your very existence. At the very least, it causes substantial injuries, deaths and financial costs as well as serious damage to your reputation.
Portfolio Approach
Firms prioritize and focus resources on the most important issues
4 stages of CM
Prodromal Crisis Stage - warning Acute Crisis Stage - Point of no return Chronic Crisis Stage - lingering on Crisis Resolution Stage-patient is well
Issues Selling
Relates to middle managers exerting upward influence in organizations as they try to attract the attention of top managers
Identification of Issues
Scan the environment Identify emerging issues and trends -Leading forces as predictors of social change
Emerging Issues
Terms of the debate are not clearly defined Issue deals with matters of conflicting values and interest Automatic resolution is not available Issue is often stated in value-laden terms Trade-offs are inherent
IM: Strategic Management Approach
Broadly Inclusive Typically responsibility of senior line management or strategic management staff Issues identification is more important that it is in the conventional approach Issues management is seen as an approach to the anticipation and management of external/internal challenges to the company strategies, plans, and assumptions.
Issues Management Process
Identification of Issues Analysis of Issues Prioritization of Issues Formulation of Issue Responses Implementation of Issue Responses Evaluation, Monitoring and Control of Results
Five steps in Managing Crisis
Identifying areas of vulnerability Developing a plan for dealing with threats Forming Crisis teams Simulation Crisis Drills Learning from Experience
IM: Conventional Approach
Narrowly focused Issues fall within the domain of public policy or public affairs management Issues have a public policy/affairs orientation Any trend, event, controversy or public development that might affect the corporation Issues originate in social, political, regulatory or judicial fields
Issues Buying
Top managers adopt a more open mind-set for the issues that matter to their subordinates