The Legitimacy Of Issues Management

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  • The Legitimacy Of Issues Management

    1. 1. Issues Management AMI Government Marketing Conference August 4 2006 Legitimacy and Illegitimacy
    2. 2. What Is An Issue? <ul><li>An issue is: </li></ul><ul><li>A disagreement over facts, values or policies; </li></ul><ul><li>A disagreement over procedural or substantive matters related to how resources or positions are distributed; </li></ul><ul><li>A controversial inconsistency based on one or more gaps in expectations involving management perceptions about changing cost/benefit positions and different views about what is, and/or, what ought to be, organisational performance. It includes stakeholder perceptions about performance. </li></ul><ul><li>The issue is also what you want the issue to be. </li></ul><ul><li>Source: Professor John Mahon. University of Maine ACCPA Newsletter </li></ul>
    3. 3. Definition: Issues Management Keeping the elephants away
    4. 4. Definition: Issues Management The process of monitoring questions that need to be communicated, tracked and resolved
    5. 5. What Does This Mean for Government ?
    6. 6. Different Perspectives on the Role of Issues Management <ul><li>Business </li></ul><ul><li>Anticipation </li></ul><ul><li>Scenario Planning </li></ul><ul><li>Reputation Maintenance </li></ul><ul><li>Avoidance of crisis </li></ul><ul><li>Government </li></ul><ul><li>Media </li></ul><ul><li>Putting out fires </li></ul><ul><li>Crises </li></ul><ul><li>Ministers </li></ul>
    7. 7. A Framework for Government Issues Management
    8. 8. Getting the Context Right Embedding issues management into the planning process Regular updates Line management education
    9. 9. How?
    10. 10. The Role of Issues Management in Strategic Planning Craig Fleisher's Emerging PA Model: <ul><li>PA and issues managed as a year round process </li></ul><ul><li>Cultivating and maintaining enduring stakeholder relationships </li></ul><ul><li>Influencing stakeholders using refined information </li></ul><ul><li>Managing the grassroots </li></ul><ul><li>Communicating in an integrated manner </li></ul><ul><li>Continually aligning values and strategy with the public’s interests </li></ul><ul><li>Improving external relations using the accepted facets of contemporary management practice </li></ul>
    11. 11. Risk, Opportunity and Issues Analysis <ul><li>Conduct issues monitoring and environmental scans locally and globally </li></ul><ul><li>Analyse threats and be sceptical </li></ul><ul><li>Use standard analytical tools: SWOT, PEST, Porter model </li></ul><ul><li>Undertake scenario planning: What ifs? </li></ul><ul><li>Constantly retest internal perception against external realities </li></ul><ul><li>To produce: Risk, Opportunity and Issues Profile. </li></ul>
    12. 12. Research, Stakeholders and Publics <ul><li>Categorise risks, threats and opportunities according to priorities around: </li></ul><ul><ul><li>Capacity to impact on survival/success </li></ul></ul><ul><ul><li>Probability </li></ul></ul><ul><ul><li>Capacity to influence </li></ul></ul><ul><ul><li>Impact on individual organisations versus group influences </li></ul></ul><ul><li>Use benchmark stakeholder research to identify key relationship needs </li></ul>
    13. 13. Why?
    14. 14. Understanding the Issues Lifecycle Time Intensity Current Resource Allocation: Time/Money Desired Resource Allocation Issue Lifecycle Identification Media Action Legislation, Regulation, Project dropped or modified
    15. 15. Getting on Your Bike!
    16. 16. Keys to Issues Management Asking “What ifs?” Setting priorities Getting space The balcony view
    17. 17. Anticipating and Defining Issues <ul><li>Understanding the context – global trends, demography, economics, social change </li></ul><ul><li>Political monitoring </li></ul><ul><li>Media content and trend analysis </li></ul><ul><li>Reality therapy - listening to, and looking at, the world to avoid group think </li></ul><ul><li>The internet </li></ul><ul><li>Using conventional planning tools e.g., scenario planning, SWOT, environmental analysis, stakeholder analysis, corporate planning situation analysis methodologies </li></ul>
    18. 18. Ranking Issues A common model uses ranking of issues by capacity to influence, importance and probability Capacity to Influence Importance Low Probability High Probability
    19. 19. Managing Issues - Some Basic Strategic Questions <ul><li>Who centres and frames the issue? </li></ul><ul><li>What is the issue - how do we define the real core of the problem? </li></ul><ul><li>Why is it an issue? </li></ul><ul><li>Where will it be contested? </li></ul><ul><li>Why is it important - what social, economic, political factor or interest group underpins it? </li></ul><ul><li>Who are the players? </li></ul><ul><li>How can it be resolved? </li></ul>
    20. 20. Managing Issues - Techniques and Tactics <ul><li>Rectification </li></ul><ul><li>Media programs </li></ul><ul><li>Masterly inaction </li></ul>
    21. 21. An Issues Management Methodology <ul><li>Stakeholder Analysis to Identify: </li></ul><ul><li>Those directly involved in issues </li></ul><ul><li>Allies and potential allies </li></ul><ul><li>Entrenched opponents </li></ul><ul><li>Independent monitors and opinion formers </li></ul><ul><li>Uninvolved </li></ul>Management Options: Recruit as advocates Encourage support Seek to neutralise Maintain dialogue Monitor and anticipate ‘what ifs
    22. 22. Some Conclusions <ul><li>No perfect systems – but we have an ongoing role bringing the outside inside (Peter Drucker) </li></ul><ul><li>Many methodologies and techniques to choose from </li></ul><ul><li>When do we cross the line from issue to crises? </li></ul><ul><li>Managing issues effectively is the best way to avoid crises </li></ul>

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