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Issues Management and Strategic Planning  PRL2001  Crisis Management Course Examiner - Elizabeth Dougall Lecture 9, Week 9...
Objectives <ul><li>On completing the lectures, tutorials and readings for this week you should be able to: </li></ul><ul><...
Confronting a Crisis <ul><li>Learning Resources. </li></ul><ul><li>Heath, Chapter 9. </li></ul><ul><li>Selected Readings ....
Issues Management Is . . .  <ul><ul><li>Identifying stakeholders. </li></ul></ul><ul><ul><li>Monitoring their opinions and...
Issues Management is . . . <ul><ul><li>Monitoring and analysing potential issues to evaluate their potential impacts. </li...
What Is Crisis Management? <ul><li>Heath quotes Fink (1986) defining a crisis as: </li></ul><ul><ul><li>“an unstable time ...
What Is Crisis Management? <ul><li>Heath goes on to quote Weick (1988): </li></ul><ul><ul><li>“ Crises are characterized b...
What Is Crisis Management? <ul><li>Like issues management, crisis management is not simply a communication function that i...
Crisis - Issues Management <ul><li>Heath states: </li></ul><ul><ul><li>'... crisis management is an issues management func...
Crisis - Issues Management <ul><li>A situation may begin its life as an issue and develop into a crisis situation: </li></...
Crisis - Issues Management <ul><li>Similarly, a crisis can lead to an issue: </li></ul><ul><ul><li>In 1999, two of Austral...
Crisis Management involves <ul><li>Analysing the risks to which an organisation is exposed.  </li></ul><ul><li>Prioritisin...
Crisis Management involves <ul><li>Negating risk where possible. </li></ul><ul><li>Putting plans in place to safeguard imp...
The Need for Clear Communication <ul><li>As outlined by Stickels (1994):  </li></ul><ul><ul><li>“ no business, large or sm...
Stakeholder Communication <ul><li>Communication be quick, honest and ongoing: </li></ul><ul><li>Stakeholders to communicat...
Stakeholder Communication <ul><ul><li>Neighbours; </li></ul></ul><ul><ul><li>Business associations/industry bodies; </li><...
Stakeholder Communication <ul><ul><li>Special interest groups; </li></ul></ul><ul><ul><li>Health agencies and experts; </l...
Corporate Responsibility <ul><li>Critical for an organisation to be constantly depositing 'corporate credit points'. </li>...
Corporate Responsibility <ul><li>In November 1999, for instance, an accident killed four mine workers at the Northparkes m...
Crisis Management <ul><li>Depending on the 'news worthiness' of the situation, a story can quickly achieve state, national...
Crisis Management <ul><li>It is about establishing and maintaining mutually beneficial relationships with all of an organi...
Over the Recess <ul><li>Assignment 2 – ORAL and PAPER  </li></ul><ul><li>ORALs start Week 13 </li></ul><ul><li>Rowland Qld...
 
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Lecture Nine, Week Nine - Thursday September 19

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Transcript of "Lecture Nine, Week Nine - Thursday September 19"

  1. 1. Issues Management and Strategic Planning PRL2001 Crisis Management Course Examiner - Elizabeth Dougall Lecture 9, Week 9 Semester 2, 2002
  2. 2. Objectives <ul><li>On completing the lectures, tutorials and readings for this week you should be able to: </li></ul><ul><li>Describe Crisis Management </li></ul><ul><li>Explain the relationship between Crisis and Issues Management </li></ul>
  3. 3. Confronting a Crisis <ul><li>Learning Resources. </li></ul><ul><li>Heath, Chapter 9. </li></ul><ul><li>Selected Readings . </li></ul><ul><ul><li>7.1: Barton, L. 1991, 'When managers find themselves on the defensive', Business Forum , Winter, pp. 8-13. </li></ul></ul><ul><li>Revisit Selected Reading 5.2 to refresh your understanding of the key issues raised. </li></ul>
  4. 4. Issues Management Is . . . <ul><ul><li>Identifying stakeholders. </li></ul></ul><ul><ul><li>Monitoring their opinions and perceptions. </li></ul></ul><ul><ul><li>Understanding the organisation's internal and external environments. </li></ul></ul><ul><ul><li>Monitoring the progressive effect of those opinions and perceptions on public policy. </li></ul></ul><ul><ul><li>Monitoring broader trends within the organisation's external environments. </li></ul></ul><ul><ul><li>Identifying potential issues (ie. the gaps between stakeholders' expectations and the reality). </li></ul></ul>
  5. 5. Issues Management is . . . <ul><ul><li>Monitoring and analysing potential issues to evaluate their potential impacts. </li></ul></ul><ul><ul><li>Integrating with the organisation's strategic planning process. </li></ul></ul><ul><ul><li>Modifying the organisation’s behaviour/ Changing corporate policy. </li></ul></ul><ul><ul><li>Two-way communication with stakeholders to build relationships. </li></ul></ul><ul><ul><li>Working to match perceptions to reality. </li></ul></ul>
  6. 6. What Is Crisis Management? <ul><li>Heath quotes Fink (1986) defining a crisis as: </li></ul><ul><ul><li>“an unstable time or state of affairs in which a decisive change is impending - either one with the distinct possibility of a highly undesirable outcome or one with the distinct possibility of a highly desirable and extremely positive outcome.” </li></ul></ul>
  7. 7. What Is Crisis Management? <ul><li>Heath goes on to quote Weick (1988): </li></ul><ul><ul><li>“ Crises are characterized by low probability of high consequence events that threaten the most fundamental goal of an organization.” </li></ul></ul>
  8. 8. What Is Crisis Management? <ul><li>Like issues management, crisis management is not simply a communication function that is enacted in the face of a particular set of circumstances. It involves: </li></ul><ul><ul><li>the analysis of the risks to which an organisation is exposed; </li></ul></ul><ul><ul><li>negation of those risks where possible through organisation-wide strategic planning; and. </li></ul></ul><ul><ul><li>implementing communication plans interlocking logistical, incident response plans (ie. the plans that dictate how an organisation will react to the physical dimensions of a crisis incident). </li></ul></ul>
  9. 9. Crisis - Issues Management <ul><li>Heath states: </li></ul><ul><ul><li>'... crisis management is an issues management function that entails issues monitoring, strategic planning, and getting the house in order, to try to avoid events that trigger outrage and uncertainty and have the potential of maturing into public policy issues. If all of these management pieces are in place, then crisis communication - especially media relations - is easier to manage.’ </li></ul></ul>
  10. 10. Crisis - Issues Management <ul><li>A situation may begin its life as an issue and develop into a crisis situation: </li></ul><ul><ul><li>Barton (1991), describes how the AIDS issue became a crisis for New England Telephone when an HIV positive worker was harassed by co-workers and protests and boycotts from angry activists resulted. </li></ul></ul>
  11. 11. Crisis - Issues Management <ul><li>Similarly, a crisis can lead to an issue: </li></ul><ul><ul><li>In 1999, two of Australia's leading radio commentators, John Laws and Alan Jones were accused of giving favourable endorsements and &quot;editorial coverage&quot; to organisations in exchange for large, regular payments directly to the announcers themselves. This situation became known as the &quot;cash for comment&quot; story. </li></ul></ul>
  12. 12. Crisis Management involves <ul><li>Analysing the risks to which an organisation is exposed. </li></ul><ul><li>Prioritising those risks according to likelihood and severity of impact. </li></ul><ul><li>Categorising major risks. </li></ul><ul><li>Analysing the formal and informal communication and incident response systems an organisation has in place. </li></ul>
  13. 13. Crisis Management involves <ul><li>Negating risk where possible. </li></ul><ul><li>Putting plans in place to safeguard important relationships. </li></ul><ul><li>Responding to reputation-threatening incidents or accidents by: </li></ul><ul><ul><li>- implementing a responsible strategic response on the part of the organisation; </li></ul></ul><ul><ul><li>- communicating quickly and honestly with key internal and external stakeholders in a way which manages the messages they receive in relation to the incident. </li></ul></ul>
  14. 14. The Need for Clear Communication <ul><li>As outlined by Stickels (1994): </li></ul><ul><ul><li>“ no business, large or small, can afford to think that if a crisis does arise it is no one else's business. Shareholders, clients and employees will all want to know what has happened and how their company is dealing with a problem.” </li></ul></ul>
  15. 15. Stakeholder Communication <ul><li>Communication be quick, honest and ongoing: </li></ul><ul><li>Stakeholders to communicate with include: </li></ul><ul><ul><li>Staff; </li></ul></ul><ul><ul><li>Any staff, contractors, customers or neighbours who have been injured (in a situation where an accident triggers a crisis situation); </li></ul></ul><ul><ul><li>The families of those injured or killed; </li></ul></ul><ul><ul><li>Board members; </li></ul></ul><ul><ul><li>All three levels of government (elected representatives and bureaucrats); </li></ul></ul>
  16. 16. Stakeholder Communication <ul><ul><li>Neighbours; </li></ul></ul><ul><ul><li>Business associations/industry bodies; </li></ul></ul><ul><ul><li>Customers/clients; </li></ul></ul><ul><ul><li>Suppliers; </li></ul></ul><ul><ul><li>Investors/shareholders; </li></ul></ul><ul><ul><li>The Australian Stock Exchange (if the organisation involved is a listed company); </li></ul></ul><ul><ul><li>Emergency services and their media units; </li></ul></ul>
  17. 17. Stakeholder Communication <ul><ul><li>Special interest groups; </li></ul></ul><ul><ul><li>Health agencies and experts; </li></ul></ul><ul><ul><li>Local community; </li></ul></ul><ul><ul><li>Media; </li></ul></ul><ul><ul><li>Competitors; and. </li></ul></ul><ul><ul><li>Industry commentators. </li></ul></ul>
  18. 18. Corporate Responsibility <ul><li>Critical for an organisation to be constantly depositing 'corporate credit points'. </li></ul><ul><li>An organisation that is perceived by its stakeholders as being responsible, ethical and contributing to its community will be better positioned during a crisis. </li></ul>
  19. 19. Corporate Responsibility <ul><li>In November 1999, for instance, an accident killed four mine workers at the Northparkes mine near Parkes in New South Wales. </li></ul><ul><ul><li>Media coverage immediately after the accident portrayed the company as one of Australia's most modern mining organisations, with safety practices among the best in the nation's mining industry. Company spokespeople for parent company, North Limited were portrayed as compassionate towards their workers and the families of those killed. The accident was regularly referred to in media coverage as 'rare' and the company was quoted as saying the accident would be investigated 'fully and openly to ensure this doesn't happen again.' </li></ul></ul>
  20. 20. Crisis Management <ul><li>Depending on the 'news worthiness' of the situation, a story can quickly achieve state, national or even international prominence. </li></ul><ul><li>Just like the communication elements of issues management, crisis communication is not only about communicating with the media and controlling the messages which feature within that medium. </li></ul>
  21. 21. Crisis Management <ul><li>It is about establishing and maintaining mutually beneficial relationships with all of an organisation's important stakeholder groups, both in anticipation of a crisis and when the organisation does face a reputation-threatening situation. </li></ul>
  22. 22. Over the Recess <ul><li>Assignment 2 – ORAL and PAPER </li></ul><ul><li>ORALs start Week 13 </li></ul><ul><li>Rowland Qld want 10 PR/Journalism students to be part of a “media throng” for a “mock” crisis. </li></ul><ul><li>Take care! </li></ul>
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