crisis management chapter twenty-one. 21-2 issues management is the capacity to understand,...
TRANSCRIPT
21-2
Issues Management
Is the capacity to understand, mobilize, coordinate, and direct all strategic and policy planning functions and all public affairs/public relations skills, toward achievement of one objective: meaningful participation in creation of public policy that affects personal and institutional destiny.
W. Howard Chase, l976
21-3
Issues Management is a five-step process that: Identifies issues with which the organization must be
concerned Analyzes and delimits each issue with respect to its
impact on constituent publics Displays the various strategic options available to the
organization Implements an action program to communicate the
organization’s views and to influence perception on the issue
Evaluates its programs in terms of reaching organizational goals
21-4
Issues Management contains the following elements: Anticipate emerging issues Identify issues selectively Deal with opportunities and vulnerabilities Plan from the outside in Bottom-line orientation Action timetable Dealing with the top
21-6
Implementing Issues Management
Tactical implementation of issues management consists of four specific tasks:
Identifying issues and trends
Evaluating issue impact and setting priorities
21-7
Implementation of Tasks continued
Establishing a company position
Designing company action and response to achieve results
21-8
Risk Communication
An outgrowth of issues management began in the l990’s
Modeled on the concept that “perception is reality”
Emotions and the lack of understanding and knowledge is at the base of risk.
Frequent, forceful communication is needed to inform, educate, and lessen emotion.
21-9
Planning a risk communication program 1. Recognize risk communication as part of a larger risk
management program and the program is based on politics, power, and controversial issues.
2. Encourage management to join the communication loop and help them to deal with the news media.
3. Develop credible outside experts to act as news sources for journalists.
4. Become an in-house expert in your own area of risk to enhance credibility with the media.
21-10
Planning a Risk Program continued
5. Approach the news media with solid facts and figures before they approach you. Verify the veracity of data.
6. Research perceptions of your organization by the media and other publics to gauge credibility and help determine if your messages will be believable.
7. Understand your target audiences and how the news media can help you communicate effectively.
21-11
Managing a Crisis
What is a crisis?A crisis is a situation that has
reached a critical phase for which dramatic and extraordinary intervention is necessary to avoid or repair major damage.
Harvard Business Review
21-12
Questions…..
What organizations can you identify that have faced a major crisis?
What type of crisis were they involved in?
21-14
What are the warning signals that appear? Surprise Insufficient information Escalating events Loss of control Increased outside scrutiny Siege mentality Panic
21-15
Can you plan for a crisis?
Planning can be done with the following:
1. For each potentially impacted audience, define the risk.
2. For each risk defined, describe the actions that mitigate the risk.
21-16
Planning continued:
3. Identify the cause of the risk.
4. Demonstrate responsible management action.
21-21
Media Relations Steps
During the Crisis:Set up media headquartersEstablish media rulesMedia live for the “box score”Don’t speculateFeed the beast Speed triumphsCable rules
21-22
General Principles for what should be said to the media Speak first and often Don’t speculate Go off the record at your
own peril Stay with the facts Be open and concerned,
not defensive
Make your point and repeat it
Don’t wage war with the media
Establish yourself as the most authoritative source
Stay calm and be truthful and cooperative
Never lie