Recap Flashcards
Definition of an issue
“An issue can be defined as a topic of debate, a trend or a recurring theme that moves from the private sphere into the public sphere and on to the media agenda.” (L’Etang, 2008)
- Can be both traditional and social media
3 Ideas surround Issues
- Issue as a contestable difference of opinion
- Issue as a gap between actions and what stakeholders expect
- Impact. Something (event, trend or condition) which creates or has the potential to create a significant impact on the organisation
Legitimacy gap
Can result from differences of fact, value and policy. The width of the gap determines how strongly involved members of the public approve or disapprove of any organisation that is expected to be responsive to community interests
Org performance Community + Gov expectations
Issue motivators
- Security
- Equality
- Environmental quality
- Fairness (estimate of the value received for what is given in exchange)
Issues Management
Issues management is an anticipatory, strategic management process that helps organisations detect and respond appropriately to emerging trends or changes in the socio-political environment
Goal
The overriding goal of an issues management function is to enhance the current and long-term performance and standing of the corporation [organisation] by anticipating change, promoting opportunities, and avoiding or mitigating threats. (Renfro, 1993)
Issues Management Process
- Identification/monitoring
- Evaluation/prioritisation
- Response (assign responsibility, develop a position, develop a strategy)
- Monitoring and measuring progress
Major errors in issues management
- Reactive mode
- Legal response syndrome
- Failure to create suitable management structures
- Failure to manage
Communication’s role
Both operational and communication responses are needed
Wicked Problems !
- Each attempt to create a solution changes the understanding of the problem
- Cannot be solved in a traditional linear fashion because the problem definition evolves as new possible solutions are considered and/or implemented
- Arise when an organisation must deal with something new, with change and when multiple stakeholders have different ideas about how the change should take place (Horst Rittel)
Tame Problems !
- Opposite of wicked problems
- May-be complex but lend themselves to analysis and solution by known techniques
- Traditional linear processes adequate for a workable solution in an acceptable time frame
- Clear when a solution has been reached
Examples of crises
School shootings Plane crashes, train derailments Sexual assault convictions Oil spills, fires, explosions, other environmental incidents Company fraud/collapses Floods, earthquakes, other natural disasters Workplace violence/discrimination Workplace accidents Labour disputes Consumer Boycotts Class actions Product tampering . . . Crises are everywhere!
Definition of a problem
“A specific, unexpected, and non-routine event or series of events that create high levels of uncertainty and simultaneously present an organisation with both opportunities for and threats to its high-priority goals.” (Ulmer et al, 2012)
- triggers negative stakeholder reaction (Ulmer et al. 2012)
Consequences of crisis
- Crises can produce an intense level of threat to the image/reputation of an organisation
- Crises can also be threatening enough to permanently destroy an organisation (Ulmer et al, 2012)
Reputation
Reputation is dynamic i.e. not permanent – it can change constantly
The most important key to good reputation is how an organisation manages its relations with the society around it. Reputation management is therefore first and foremost taking care of stakeholder relations.
It’s about perception
“Crises are largely perceptual. If stakeholders believe there is a crisis the organisation is in a crisis unless it can successfully persuade stakeholders it is not . . . How stakeholders view an event has ramifications for whether . . . that event becomes a crisis.” (Coombs, 2010)
Reasons for anger
- have been hurt
- feel threatened by risks, not of their own making
- believe their fundamental beliefs are being challenged
- feel weak in the face of the more powerful
terrorism - feel they have not been treated fairly or with respect
- could be a strategic plan
- Anger may be rational/irrational
Crisis stages (3 stages)
- Pre crisis
- Crisis
- Post crisis (Smith 1990)
- Trigger
- Occurrence
- Restoring (Richardson 1994)
Crisis stages (5 stages)
- Signal detection
- Preparation/Prevention
- Containment/Damage limitation
- Recovery
- Learning
(Myers 1993)
(Fink 1996)
Crisis stages (Jaques)
- Preparedness
- Prevention
- Incident management
- Post-crisis management
Internal scanning
Identifying weaknesses that exist within the organisation e.g. safety, governance
External scanning
Identifying potential threats that exist outside the organisation e.g. political, legal, social, technological changes; natural disasters . . .
Classifying crises (Coombs 2006)
- Attacks on organisations e.g. product tampering
- When things go bad e.g. defective products
- When the organisation misbehaves e.g. misrepresents a financial product
Sudden crises
A disruption to the organisation’s business, which occurs without warning and is likely to generate news coverage e.g. fire, explosion, natural disaster, workplace violence
