Chatpter/Week 2: The Issue Scanning Methodology Flashcards
Coombs: Types of Crisis
- Crisis: some breakdown in a system that creates shared stress
- Organizational Crisis: The perception of an unpredictable event that threatens important expectations of stakeholders relations to health, safety, environment, and economic issues, and can seriously impact an organization’s performance and generate negative outcomes.
- Disaster: sudden, seriously disrupts routines of systems, requires new courses of action to cope with the disruption, and pose a danger to values and social goals.
What are the two types of organizational crisis? Coombs
- Traditional Organizational Crisis: has high potential to adversely affect reputation
- Paracrisis or Social Media Crisis: are situations where a crisis manager must manage a crisis risk in full view of its stakeholders. “para” means “resembling or protection from something.” run parallel to a potential “real” crisis. Incites stakeholder uncertainty/panic
Definition of crisis management
seeks to prevent or lessen the negative outcomes of a crisis and thereby protect the organization, stakeholders, and industry from harm
PPRR
What are the four factors of Crisis Management?
- Prevention
The steps to AVOID crisis (also known as mitigation) - Preparation
The crisis management PLAN and related preparation - Response
The application of preparation components to a crisis including recovery - Revision
Evaluation of the organization’s response intended to improve response to future crises
Coombs 3 Stage Approach (P.C.P)
- Pre-crisis (IM fits in here)
- Signal detection
- Crisis prevention
- Crisis preparation - Crisis
- Crisis recognition
- Crisis containment - Postcrisis
- Prepare for next crisis
- Leave a positive impression on stakeholders
- Ensure the crisis is truly over
Jones and Chase IM Model (5 Steps)
Diagram on word document
- Issue identification
- Issue analysis
- Issue change strategy option
- Issue action program
- Evaluation
What does OODA LOOP stand for?
Diagram on word document
O: observe
O: orient
D: decide
A: act
What does each stage of the OODA LOOP do?
Diagram in word doc
OBSERVE
Looking for triggers, internal & external events. Connect to data sources. DEMAND
ORIENT
build context for decision execution. Orchestrate, transform, predict & build the context
DECIDE
Model and execute decision using business rules, analytics, AI, processes
ACT
Model how decisions’ results should be applied. Take action based on the consequences and results of the decision execution. DELIVERY
Affleck’s RadarScan IM Model compared to RACE
- Soul (RESEARCH)
- Scan (RESEARCH)
- Analyze (ACTION/PLAN)
- Strategy (ACTION/PLAN)
- Action (COMMUNICATION)
- Review (EVALUATION)
Comparing 4 issues management models (Look at word doc)
Evolution of Issues Management
- Howard Chase (1982): “Issue 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.” - PRSA (1987): “Issue management is systematic identification and
action regarding public policy matters of concern to an
organization.” - Robert Heath (2005): “Issue management is a strategic set of
functions used to reduce friction and increase harmony between
organizations and their publics in the public policy arena.”
Tony Jaques (2009, pp. 280-286) points out that
definitions of Issues Management evolved at relatively the
same time from two distinct points of view:
- “issue management as a way to enable participation in
the public policy process” - “issue management as an organizational process, or
set of processes, effective not just in the public policy
arena but across a full range of public relations and
management activities.”
Definition of Public Policy
A course of action or inaction chosen by public authorities to address a given problem or interrelated set of problems
Definition of an ISSUE from Tony Jaques
- An issue is a contestable difference of opinion;
- An issue is a gap between the action of an
organization and the expectations of its
shareholders (stakeholders); and/or - An issue as an event, trend of condition which
creates, or has the potential to create, a significant
impact affecting the organization.
Ch 2.
Risk defined and key points
uncertainty about and severity of the consequences of an activity with respect to something that humans value
a risk is a threat if it develops but is an opportunity if managed properly
a risk is knowledge that something bad can happen while a crises is when something bad HAS happened
A crisis is when a RISK is realized
Ch. 2
situation, threat and opportunity
a situation is a threat depending on the response
Ch 2.
Enterprise Risk Management (ERM)
a form of business strategy based on identifying, assessing, and preparing for risks faced by managers that can interfere with the organization’s objectives and operations
is a way to understand how various elements within and organization can contribute to crisis management followed by an explanation of the organizational context for risk (stakeholders and risk, issues management and reputational risk)
Ch. 2
ERM typical risk categories (6)
- strategic: disruptions to the business plan (goals and strategy)
- financial: money flow
- operational: internal risks
- compliance: legal and regulatory
- technology: technological infrastructure
- reputation: suffers in some way due to actions of lack of action from the organization
Ch. 2
What does ESG risks stand for? (examples)
Environmental risks
- climate change
- pollution
- resource depletion
- waste
Social risks
- employee engagement
- working conditions
- local communities
- health and safety
- customer relations
- data
Governance risks
- executive pay
- corruption
- bribery
- board diversity
- taxes
- cybersecurity
Ch. 2
what are vulnerabilities
they are risks
they are weaknessess that could develop into crises
Ch. 2
risk management
represents attempts to reduce the vulnerabilities faced by an organization
Ch. 2
Risk Assessment
the starting point for risk management efforts
identify risk factors and assess the probability of that risk developing into a crisis
both internal and external
Ch. 2
two factors that drive risk aversion decisions
- Cost
when managers choose to engage in risk aversion, risk management becomes crisis mitigation
Ch. 2
What is risk communication
a dialogue between the organization creating the risk and the stakeholders who are asked to bear the risk
Ch. 2
Stakeholders and Risk: Stakeholder mapping?
Stakeholder mapping helps identify the stakeholders relevant to the organization and is an approach in risk management .
This informs ERM how to understand organizational risks
