1 / 24

CRISIS MANAGEMENT

CRISIS MANAGEMENT. Chapter TWENTY-ONE. Issues Management.

qamra
Download Presentation

CRISIS MANAGEMENT

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. CRISIS MANAGEMENT Chapter TWENTY-ONE

  2. Issues Management • Is the capacity to understand, mobilize, coordinate, and direct all strategic and policy planning functions and all public affairs/public relations skills, toward achievement of one objective: meaningful participation in creation of public policy that affects personal and institutional destiny. • W. Howard Chase, l976

  3. Issues Management is a five-step process that: • Identifies issues with which the organization must be concerned • Analyzes and delimits each issue with respect to its impact on constituent publics • Displays the various strategic options available to the organization • Implements an action program to communicate the organization’s views and to influence perception on the issue • Evaluates its programs in terms of reaching organizational goals

  4. Issues Management contains the following elements: • Anticipate emerging issues • Identify issues selectively • Deal with opportunities and vulnerabilities • Plan from the outside in • Bottom-line orientation • Action timetable • Dealing with the top

  5. Implementing Issues Management Tactical implementation of issues management consists of four specific tasks: • Identifying issues and trends • Evaluating issue impact and setting priorities

  6. Implementation of Tasks continued • Establishing a company position • Designing company action and response to achieve results

  7. Risk Communication • An outgrowth of issues management began in the l990’s • Modeled on the concept that “perception is reality” • Emotions and the lack of understanding and knowledge is at the base of risk. • Frequent, forceful communication is needed to inform, educate, and lessen emotion.

  8. Planning a risk communication program • 1. Recognize risk communication as part of a larger risk management program and the program is based on politics, power, and controversial issues. • 2. Encourage management to join the communication loop and help them to deal with the news media. • 3. Develop credible outside experts to act as news sources for journalists. • 4. Become an in-house expert in your own area of risk to enhance credibility with the media.

  9. Planning a Risk Program continued • 5. Approach the news media with solid facts and figures before they approach you. Verify the veracity of data. • 6. Research perceptions of your organization by the media and other publics to gauge credibility and help determine if your messages will be believable. • 7. Understand your target audiences and how the news media can help you communicate effectively.

  10. Managing a CrisisWhat is a crisis? A crisis is a situation that has reached a critical phase for which dramatic and extraordinary intervention is necessary to avoid or repair major damage. Harvard Business Review

  11. What organizations can you identify that have faced a major crisis? What type of crisis were they involved in? Questions…..

  12. What are the warning signals that appear? • Surprise • Insufficient information • Escalating events • Loss of control • Increased outside scrutiny • Siege mentality • Panic

  13. Can you plan for a crisis? • Planning can be done with the following: • 1. For each potentially impacted audience, define the risk. • 2. For each risk defined, describe the actions that mitigate the risk.

  14. Planning continued: • 3. Identify the cause of the risk. • 4. Demonstrate responsible management action.

  15. Former Red Cross PresidentBernadine Healy

  16. Do you know what the watchwords are for any crisis plan? • Be prepared • Be available • Be credible

  17. Communication in a Crisis Do you know the rule? Tell it all and tell it fast!

  18. Goals of Crisis Management • Terminate the crisis quickly • Limit the damage • Restore credibility

  19. Media Relations Steps During the Crisis: Set up media headquarters Establish media rules Media live for the “box score” Don’t speculate Feed the beast Speed triumphs Cable rules

  20. Speak first and often Don’t speculate Go off the record at your own peril Stay with the facts Be open and concerned, not defensive Make your point and repeat it Don’t wage war with the media Establish yourself as the most authoritative source Stay calm and be truthful and cooperative Never lie General Principles for what should be said to the media

  21. Trent Lott

  22. Exercise • In your estimation, were the three goals of crisis management met during the crisis involving Elian Gonzalez? • Explain and defend your answer.

More Related