issues management and crisis management
TRANSCRIPT
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Issues Management and Crisis Management
Business and Society: Ethics and Stakeholder Management, 7e • Carroll & BuchholtzCopyright ©2009 by South-Western, a division of Cengage Learning. All rights reserved
Prepared by Deborah BakerTexas Christian University
Chapter 6
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1. Distinguish between the conventional and strategic approaches to issues management.
2. Identify and briefly explain the stages in the issues management process.
3. Describe the major components in the issues development process and factors in actual practice.
4. Define a crisis and identify the four crisis stages.5. List and discuss the major stages or steps involved in
managing business crises.
Chapter 6 Learning Outcomes
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Chapter 6 Outline
Issues Management Crisis Management Summary Key Terms Discussion Questions
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Introduction to Chapter 6
This chapter focuses on issue and crisis management, and the planning processes required to improve stakeholder management and to respond to stakeholder expectations.
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Issues Management
Conventional Approach
Strategic Management Approach
Narrow Focus
Broad Focus
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Issues Management
Conventional Approach
Issues fall within the domain of public policy or public affairs management.
Issues typically have a public policy / public affairs orientation or flavor.
An issue is any trend, event, controversy, or public development that might affect the corporation.
Issues originate in social / political / regulatory /judicial environments.
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Issues Management
Strategic Management Approach
Issues management is typically the responsibility of senior line management or strategic management staff.
Issues identification is more important than 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.
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Strategic Issue Management
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Figure 6-2
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Issues Definition
IssueA matter that is in dispute between parties. The dispute evokes debate, controversy, or differences of opinion.
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Issues Definition
Characteristics of an Emerging Issue
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
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Basic Assumptions
Issues Management Process
Issues can be identified earlier, more completely, and more reliably
Early anticipation widens the range of options Early anticipation permits study and understanding of the full
range of issues Early anticipation permits organization to develop a positive
orientation towards the issues Organization will have earlier identification of the stakeholders Organization will be able to supply information to influential
publics earlier and more positively, creating better understanding
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Model of 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
Figure 6-3
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Identification of Issues
Scan the environment
Identify emerging issues and trends
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Identification of Issues
Leading Forces as Predictors of Social Change
Leading events Leading authorities / advocates Leading literature Leading organizations Leading political jurisdictions
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Identification of Issues
Figure 6-4
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Issues Selling and Buying
IssuesSelling
Relates to middle managers exertingupward influence in organizations asthey try to attract the attention of topmanagers.
IssuesBuying
Top managers adopt a more open mind-set for the issues that matter totheir subordinates.
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• WhoWho (which stakeholders) is affected by the issue?• WhoWho has an interest in the issue?• WhoWho is in a position to exert influence?• WhoWho has expressed opinions on the issue?• WhoWho ought to care about the issue?• WhoWho started the ball rolling? (Historical view)• WhoWho is now involved? (Contemporary view)• WhoWho will get involved? (Future view)
Analysis of Issues
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Ranking of Issues
Xerox Approach High priority Nice to know Questionable
PPG Approach Priority A Priority B Priority C
Probability-Impact Matrix
HighMediumLowH
igh
Med
ium
Low
Probability of Occurrence
Impa
ct o
n C
ompa
ny
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Filtering and Ranking of Issues
Figure 6-5
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Five Filter Criteria
1. Strategy2. Relevance3. Actionability4. Criticality5. Urgency
Ranking of Issues
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Other Issues-Ranking Techniques
Polls / Surveys
Expert panels
Content analysis
Delphi Technique
Trend extrapolation
Scenario building
Use of precursor events or bellwethers
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Formulation and Implementation of Responses
Formulation The response design process
Implementation The action design process
Plan clarity Resources needed Top management support Organizational structure Technical competence Timing
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Issues Development Process
Issues Development
ProcessThe growth process or life cycleof an issue
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Issue Development Life Cycle Process
Figure 6-6
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Issues Management in Practice
Companies that adopt issues management processes …
develop better overall reputations
develop better issue-specific reputations
perform better financially
Provides a bridge to crisis management
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Crisis Management
To manage a crisis one first must understand that crises:
Occur abruptly Cannot always be anticipated or forecastMay not occur within an issue category
http://www.crisisexperts.com@
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Crisis Management
Basic Causes of a Business Crisis
1. Acts of God
2. Mechanical problems
3. Human errors
4. Management decisions / indecisions
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The Nature of Crises
Crisis Definitions
A major, unpredictable event that has potentially negative results and its aftermath may significantly damage an organization and its employees, products, services, financial condition, and reputation.
A low-probability, high-impact event that threatens the viability of the organization and is characterized by ambiguity of cause, effect, and means of resolution, as well as by a belief that decisions must be made swiftly.
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Crisis Management
How a Crisis Should NOT be Handled
Minimizing the issue
Stonewalling
Too little, too late
From Figure 6-7
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Types of Crises
Economic
Personnel
Physical
Criminal
Information
Reputational
Natural disasters
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Types of Crises
Outcomes of Major Crises
Escalated in intensity Subjected to media and government scrutiny Interfered with normal business operations Damaged the companies bottom line Resulted in major power shifts
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Crisis Management: Four Stages
Prodromal Crisis StageWarning—precursorSymptom —precrisis
Acute Crisis StagePoint of no return
Crisis has occurred
Crisis Resolution StagePatient is well/whole again
Chronic Crisis StageLingering on—perhaps
indefinitely; period of self-doubt; self-analysis
Learning
Figure 6-8
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Pattern of a Poorly-Managed Crisis
Early indications that trouble is brewing occur. Warnings are ignored / played down. Warnings build to a climax. Pressure mounts. Executives are often overwhelmed or can’t cope. Quick-fix alternatives look appealing. Hasty moves create
trouble. Clamming-up versus opening-up options present themselves. Most firms choose the former. A siege mentality prevails.
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Managing Business Crises
Fink’s Three-Stage Model
1. Identifying the crisis
2. Isolating the crisis
3. Managing the crisis
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BusinessWeek’s Five Steps in Managing Crises
1. Identify areas of vulnerability
2. Develop a plan for dealing with threats3. Form crisis teams
4. Simulate crisis drills
5. Learn from experience
Managing Business Crises
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Monsanto’s 10R’s for Handling Public Policy Crises
Respond early Recruit a credible spokesperson Reply truthfully Respect the opposition’s concerns Revisit the issue with follow-up Retreat early if it’s a loser Redouble efforts early if it’s a critical company issue Reply with visible top management Refuse to press for what is not good public policy Repeat the prior statement regularly
Managing Business Crises
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Managing Business Crises
Augustine’s Six Stages of Crisis Management
1. Avoiding the crisis2. Preparing to manage the crisis3. Recognizing the crisis4. Containing the crisis5. Resolving the crisis6. Profiting from the crisis
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1. Identify crisis communication team2. Identify key spokespersons3. Train your spokespersons4. Establish communications protocols5. Identify and know the audience6. Anticipate crises7. Assess the crisis situation8. Identify key messages to communicate9. Decide on communication methods10. Be prepared to ride out the storm
Crisis Communications
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Components of Crisis Plans
Media communications 99% Employee communications 98% Crisis management team 94% Communications with elected officials 86% CEO / senior executive involvement 82% Documentation / written policy / handbook 81% Website communications 77%
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Be First, Be Right, Be Credible
Be First
Be Credible
Be Right
Get message out first to controlcontent and accuracy
Be open, honest, and speak withone consistent voice
Say and do the right thing
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Benefits of Crisis Management
Fewer disruptions to every life for consumers, employees, and citizens
Preparing for one type of crisis may be beneficial when other types of crises strike
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Issues management Crisis management Portfolio approach Issue Emerging issue Issues selling Issues buying Probability-impact matrix Issues development
process Crisis
Prodromal crisis stage Acute crisis stage Chronic crisis stage Crisis resolution stage Crisis teams Crisis communications Ten steps of crisis
communication Being first Being right Being credible
Key Terms