Copyright Copyright © 2001, Prentice Hall, Inc.© 2001, Prentice Hall, Inc.

CHAPTER 9CHAPTER 9

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QUICK QUIZQUICK QUIZ

What’s the number one topic that PR What’s the number one topic that PR people request in mid-career seminars?people request in mid-career seminars?

a.k.a.a.k.a. Crisis ManagementCrisis Management

Issues ManagementIssues Management

Risk CommunicationRisk Communication

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“…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 public policy that affects personal and institutional destiny.”

“…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 public policy that affects personal and institutional destiny.”

Define:Define: Issues ManagementIssues Management

Public relations counselor W. Howard Chase Public relations counselor W. Howard Chase defined it as:defined it as:

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Issues Management 5-Step ProcessIssues Management 5-Step Process

Identify issues with which the organization must be Identify issues with which the organization must be concernedconcerned

Analyze and delineate each issue’s impact on Analyze and delineate each issue’s impact on constituent publicsconstituent publics

Display the various strategic options available to the Display the various strategic options available to the organizationorganization

Implement action program to communicate the Implement action program to communicate the organizations views and influence perception organizations views and influence perception on the issue on the issue

Evaluate its program in terms of reaching Evaluate its program in terms of reaching organizational goalsorganizational goals

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Anticipate emerging

issues

Plan from the outside in

Deal from the top

Identify issues selectively

Maintain a profit-line

orientation

Deal with opportunities

Develop an action

timetable

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OVERVIEWOVERVIEW

I.I. Identifying issues and trendsIdentifying issues and trends

II.II. Evaluating issue impact setting prioritiesEvaluating issue impact setting priorities

III.III. Establishing a company positionEstablishing a company position

IV.IV. Designing company action and response Designing company action and response to achieve resultsto achieve results

Job Tasks of Issues Job Tasks of Issues ManagementManagementJob Tasks of Issues Job Tasks of Issues ManagementManagement

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QUICK QUIZQUICK QUIZ

What’s involved in…What’s involved in…

I.I. Identifying issues and trends?Identifying issues and trends?

Traditional research methodsTraditional research methods

Focus on organization’s own Focus on organization’s own geographical areageographical area

Stay informed about what is being Stay informed about what is being said about the organizationsaid about the organization

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QUICK QUIZQUICK QUIZ

What’s involved in…What’s involved in…

II.II. Evaluating issue impact setting priorities?Evaluating issue impact setting priorities?

Set up issues committees within the Set up issues committees within the organizationorganization

Set up priorities within the organizationSet up priorities within the organization

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QUICK QUIZQUICK QUIZ

What’s involved in…What’s involved in…

III.III. Establishing a company position?Establishing a company position?

Formal or informal processesFormal or informal processes

Position papers or policy statements Position papers or policy statements by top managersby top managers

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QUICK QUIZQUICK QUIZ

What’s involved in…What’s involved in…

I.I. Designing company action and response Designing company action and response to achieve resultsto achieve results

Aim for integrated responsesAim for integrated responses

Coordinate various branch officesCoordinate various branch offices

Contact lobbyistsContact lobbyists

Speeches, advertising, and employee Speeches, advertising, and employee updates may be necessaryupdates may be necessary

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Health & Environmental

Hazards

“Perception is Reality”

High Level of Emotions

“Frequent & Forceful Communication is

Necessary

Let’s Discuss:Let’s Discuss: Risk CommunicationRisk Communication

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Recognize that risk communication is part of a Recognize that risk communication is part of a larger risk management program—based on power, larger risk management program—based on power, politics, and controversial issues.politics, and controversial issues.

Steps to Planning a Risk Steps to Planning a Risk Communication ProgramCommunication ProgramSteps to Planning a Risk Steps to Planning a Risk Communication ProgramCommunication Program

Train management to deal effectively with the news Train management to deal effectively with the news media.media.

Develop credible outside experts.Develop credible outside experts.

Become an in-house expert to enhance your Become an in-house expert to enhance your credibility with journalists.credibility with journalists.

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Give the news media solid facts and figures Give the news media solid facts and figures BEFOREBEFORE they they approach you. Verify and double-check your data.approach you. Verify and double-check your data.

Steps to Planning a Risk Steps to Planning a Risk Communication ProgramCommunication ProgramSteps to Planning a Risk Steps to Planning a Risk Communication ProgramCommunication Program

Research the media’s and other publics’ perceptions Research the media’s and other publics’ perceptions of your organization to gauge credibility.of your organization to gauge credibility.

Understand your target audiences and how the news Understand your target audiences and how the news can help you communicate effectively.can help you communicate effectively.

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Loss of Control

MANAGING IN AMANAGING IN A

Warning signs that appear with crisis:Warning signs that appear with crisis:

Insufficient Information

Close Outside Scrutiny

Siege Mentality

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Managing in a CrisisManaging in a CrisisManaging in a CrisisManaging in a Crisis

1 Define and understand the risk.Define and understand the risk.

2 Describe the actions that might mitigate Describe the actions that might mitigate risk.risk.

3 Identify the cause of risk.Identify the cause of risk.

4 Demonstrate responsible crisis Demonstrate responsible crisis managementmanagement

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Be Prepared Be Available Be Credible

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say…say…

““No Comment”No Comment”Public hears Public hears thatthat as… as…

““Guilty!”Guilty!”

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for communicating in a crisisfor communicating in a crisis

Tell it AllTell it Allandand

Tell it Fast!Tell it Fast!

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Communicating in a CrisisCommunicating in a Crisis Speak first and often.Speak first and often.

Don’t speculate.Don’t speculate.

Go off record at your Go off record at your own risk.own risk.

Stay with the facts.Stay with the facts.

Be opened and Be opened and concerned, not defensive.concerned, not defensive.

Make your point and Make your point and repeat it.repeat it.

Don’t fight with Don’t fight with the media.the media.

Establish yourself Establish yourself as an authority.as an authority.

Stay calm.Stay calm.

Be truthful and Be truthful and cooperative.cooperative.

Never lie.Never lie.

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1.1. Develop a clear, straightforward positionDevelop a clear, straightforward position

2.2. Involve top managementInvolve top management

3.3. Activate third-party supportActivate third-party support

4.4. Establish on-site presenceEstablish on-site presence

5.5. Centralize communicationsCentralize communications

HINDSIGHT:HINDSIGHT:

Things ExxonThings ExxonShould Have DoneShould Have DoneThings ExxonThings ExxonShould Have DoneShould Have Done

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6.6. Cooperate with the mediaCooperate with the media

7.7. Don’t ignore employeesDon’t ignore employees

8.8. Keep the crisis in perspectiveKeep the crisis in perspective

9.9. Position for the time when the crisis is overPosition for the time when the crisis is over

HINDSIGHT:HINDSIGHT:

Things ExxonThings ExxonShould Have DoneShould Have DoneThings ExxonThings ExxonShould Have DoneShould Have Done

10.10. Continuously monitor and evaluate Continuously monitor and evaluate the processthe process