Damage Control
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Damage Control



This is a presentation about how to manage issues, crises and rebuild your company's reputation afterward.

This is a presentation about how to manage issues, crises and rebuild your company's reputation afterward.



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Damage Control Damage Control Presentation Transcript

  • DAMAGE CONTROL How to monitor issues, manage crises and rebuild your company‘s reputation. By Zach Burton and Rodger D. Johnson Department of Communication Studies IUPUI
  • Issue Management Overview • Issue Identification • Environmental scanning. • Identify issues and trends as potential roadblock to an organization‘s business plan and goals. • Conduct a vulnerability analysis. • Planning. • Communicating. • Issue Life Cycle • Potential • Emerging • Crisis • Dormant
  • Definitions • Issue Management • The systematic management of trends that may affect your organization. • Crisis Management • The systematic management of metastasized issues that will fundamentally change your organization. • Emergency Management • The systematic management of an issue that will not affect a fundamental change in your organization‘s operations.
  • Issue Management Case Study: Mobil Oil‘s Editorial-Advocacy Campaign
  • Issue Management • What‘s an issue? • Any environmental thing that could impact your organization. • Issues that affect organizations can represent a gap between practice and stakeholder expectations.
  • Issue‘s ―Life Cycle‖ • Potential • Organization attaches significance to perceived problem. • Political/Regulatory. • Economic. • Social trend. • Emerging • Lines drawn in the sand. • Organizations use proactive media strategy to manage issue in the marketplace of ideas.
  • Issue ―Life Cycle‖ • Crisis • Positions solidify; groups seek resolution. • Pushed into public policy arena. • Clear and present public scrutiny and media attention intensifies. • Resolutions • Clear ―winners‖ and ―losers.‖ • Organization accepts the ―current‖ status of issue resolved. • Issue goes ―dormant‖ until the next trigger and flash point ignites it again.
  • Issue Management Case Study: Mobil Oil‘s Editorial-Advocacy Campaign
  • Editorial-Advocacy Campaign • Classic issue management. • Focused almost exclusively on efforts to influence political and social outcomes. • Many, but not all, editorials focused on petroleum and other energy matters. • Ad Forum called Mobil ―the leading practitioner in ‗issue‘ or ‗advocacy‘ advertising.‖ • Fortune magazine called Mobil ―the champ of advocacy advertising.‖ • Mobile engaged public conversation • Responded to criticisms of its motives. • Called voters to turn Carter out of the White House. • Promoted energy crisis could have been elevated with ―strong and wise political leadership.‖ • Referred to Ronald Reagan • Neo—conservative leadership
  • Editorial-Advocacy Campaign • Promote interests that went far beyond its immediate business objectives. • Robert Heath called it the ―feistiest‖ advocacy campaign to date. • There is a season and time for every purpose. • Siege economy in America. • Deep recession • Energy shortage • Rising fuel prices • Double-digit inflation • Crumbling industries • Mobil used The New York Times Op-Ed pages, weighed in on the issues. • Classic issue management.
  • Action Plans Planning suggestions for issue management and engaging the marketplace of ideas.
  • Action Plan • Research • Environmental scanning. • Gather intelligence and analyze. • Draft background briefing material. • Identify groups and opinion leaders who can advance your position. • Identify desired behaviors and outcomes. • How do you want the stakeholders and public to think about and react to the key issues? • Plan • Create issue database. • Conduct vulnerability analysis. • Draft background briefing material. • Media relationship management.
  • Action Plan • Execute • Deploy resources to engage issue. • Disseminate messages to create desired effect. • Explain and defend the organization publicly. • Establish contacts with key stakeholders. • Build rapport with key groups. • Government • Regulatory. • Media • Strategic publics. • Assure excellent inward and outward information flow. • (Everyone should be on the same page.) • Evaluate
  • Crisis Management Damage Control
  • Crisis Management • What to expect in a crisis. • Surprise. • Insufficient information. • Escalating flow of events. • Loss of control. • Increasing scrutiny. • Public • Governmental • Media • Threatens the organization‘s reputation and how it does business. • Challenges human, physical and financial resources.
  • Crisis Management • Four elements. • Trigger – unexpected event. • Treat – human lives, property, natural environment, etc. • Uncontrolled situation – beyond the control of organization‘s ―normal‖ management team. • Urgent • ―You can‘t wait until next week to deal with this.‖ • Fred Bagg, St. Francis Hospital.
  • Image Repair Where do we go from here?
  • Image Repair • Denial • Did not do it. • Events caused by someone (thing) other than organization. • Evasion of Responsibility • Provocation – responded to an act of another. • Defeasibility – lack of information or ability. • Accident – act was a mishap. • Good intentions – meant well, but.
  • Image Repair • Reducing effectiveness of event. • Bolstering – stress positive attributes. • Minimization – act not serious. • Differentiation – act less offensive. • Transcendence – more important considerations. • Attack accuser – reduces credibility of accuser. • Compensation – reimburse victim. • Corrective action – plan to solve and prevent problem in the future. • Mortification – apologize.
  • Your PR Guy For more information: Your PR Guy Rodger D. Johnson, MA (317) 908-5850 www.yourprguy.com