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