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Introduction to Issues Management
 

Introduction to Issues Management

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A short introduction to the high art of managing issues and crisis.

A short introduction to the high art of managing issues and crisis.

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    Introduction to Issues Management Introduction to Issues Management Presentation Transcript

    • Issues ManagementA short introduction to the art ofmanaging issues…
    • Being prepared is half the battleIssues Management Spread of an issue Changes in the company/ companys environment may crystallize into an issue. The communications understanding of an issue 1. Early stage is a situation that evokes the attention and concern of influential organizational publics 2. Emerging stage and stakeholders. Issues are controversial inconsistencies caused 3. Current stage by gaps between the expectations of corporations and those of their publics. 4. Crisis To ensure management’s capability to act preparedness and preparation are crucial. • Depending on key factors such as issue trigger, media interest, company’s reactions, impact on stake-/shareholders’Differences to Crisis Communication business, an issue can become a crisis: A crisis is an event or a series of incidents, which • Number of engaged stakeholders, involved negatively influence the image of an media and other influencers expands organisation and its credibility internally as well • Issue attracts more and more attention as as externally and presents a danger to its well internal as external success. • Positions on the issue become more changeless This could significantly reduce the • Management response choices shrink independence of decision-making. • Communication becomes less manageable from the organization’s point of view 5. Dormant stage (before early stage or after crisis) ChangeCom BLOG 2 | 19.10.2012
    • An overview of potential issues Informational Physical ReputationalLoss of proprietary or Product recall Buying boycottconfidential information Loss of key facilities Gossip, rumorsBrand damage Major plant disruptions Media rumorsIndustrial espionage Loss/ breakdown of key Competitor’s campaign equipment, plants, material, Damage to corporate etc. reputations Economic Human Resource CriminalDecline in major earnings Workplace violence Product tamperingLabor strikes Loss of key executives TerrorismMajor decline in corporate Loss/ change of key personnel Workplace violencevalue Rise in absenteeismAnti-trust investigationsMarket crash NaturalFloodExplosionFire ChangeCom BLOG 3 | 19.10.2012
    • Embedding issues management intostrategy communications Communications strategy Communications objectives, corporate identity, brand strategy, marketing strategy… Media Online Brand External Internal Sponsoring Advertising Relations Relations Design Executive Financial Corporate Customer Direct Events Lobbying Visibility IR Publishing Relations Marketing Crisis & Further CSR Issues TopicsREPUTATION BRAND/ COMPANY VALUE SALES STAFF MOTIVATIONChangeCom BLOG 4 | 19.10.2012
    • Key steps1. Issue 2. Issue 3. Strategy 4. Implementationidentification assessment decision:Monitoring: Analysis: Strategic planning: Response: Analyze business  Evaluate  Create overall plan  Overall environment importance of (incl. target communication potential issues groups, messages, i package Scan and monitor mplementation, aler media, interest and  Identify issues with t and response  Approval processes pressure significant impact chain) groups, opinion  Distribution and leaders  Typify issues and  Prepare overall information evaluate lifecycle response packages procedures Consider impact on stage for top issues and company or  Task force enabling  Prioritize issues align it with divisions company’s Risk analysis with strategic options Implementation: input from senior Scenarios: management  Speakers training business  Develop matrix of Tactical planning: corporate agenda,  Issue simulation development, legal workshop affairs and shareholders’ and  Resources corporate stakeholders’ future  Responsibilities  Task force manual communications actions and potential issues  SchedulesOutput: Output: Output: Output: List of potential  Forecast issue  Issues management  Issues management issues development plan ready for actionChangeCom BLOG 5 | 19.10.2012
    • Set-up/ process milestonesRebriefing Analysis Development Pilot Implementation • 1 week • 2 to 4 weeks • 2 weeks • 4 to 8 weeks • 16 weeksProject set-up Analysis Development Approval Implementation Targets  Benchmarking  Specification sheet  Approval and  Simulation detail optimization workshop Schedule  IT-Analysis  Draft strategic decision:  Piloting incl.  Internal training Process design  Review of existing  Definition of evaluation processes  Process Budgeting organizational  Development management  Issues mapping tasks, responsibilities, Resources alert chains etc. training materials and agenda  Evaluation and Kick-off workshop  Tactical planning documentation ChangeCom BLOG 6 | 19.10.2012