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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

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Damage Control

  • 1. 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
  • 2. 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
  • 3. 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.
  • 4. Issue Management Case Study: Mobil Oil‘s Editorial-Advocacy Campaign
  • 5. 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.
  • 6. 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.
  • 7. 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.
  • 8. Issue Management Case Study: Mobil Oil‘s Editorial-Advocacy Campaign
  • 9. 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
  • 10. 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.
  • 11. Action Plans Planning suggestions for issue management and engaging the marketplace of ideas.
  • 12. 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.
  • 13. 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
  • 14. Crisis Management Damage Control
  • 15. 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.
  • 16. 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.
  • 17. Image Repair Where do we go from here?
  • 18. 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.
  • 19. 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.
  • 20. Your PR Guy For more information: Your PR Guy Rodger D. Johnson, MA (317) 908-5850 www.yourprguy.com