Week 3

Question 1

What are each readings definition of issues management?

Answer 1

1. Coombs
2. Straub & Jonkman: practice of monitoring and anticipating emerging trends changes, or potential concerns that may affect an organization

Question 2

Which interpretive tool does Coombs identify?

Answer 2

environmental scan and data collection

Question 3

What do both readings say about environmental scanning?

Answer 3

Coombs:

Straub: The practice of boradly observing and monitoring the external environment to detect changes, emerging issues, and trends that could potentially affect an organization. Especially important in the digital age

Question 4

When is something as issue?

Answer 4

1. a contestable difference of opninion
2. a gap between expectation and action (organization and shareholders)
3. issue as an event, trend of condition which creates or has potential to significant impacts that affect the organization

Question 5

What is OODA?

Answer 5

1) O: Observe: find red flags, identify sources to scan

2) O: Orient: collect information and analyze information

3 & 4) D & A: Decide & Act: take preventative action

5) Evaluate: effectiveness of threat reduction

Question 6

Jones and Chase model

Answer 6

1. issue identification
2. issue analysis
3. issue change strategy option
4. Issue action program
5. Evaluation

Question 7

1) OBSERVE (STEP ONE)

Answer 7

Finding the red flags
identify sources to scan

Traditional
Digital/Online
Risk assessment sources
Reputation Sources: RepTrak, Trust Barometer

Question 8

What is Affleck’s RadarScan?

Answer 8

Is essentially RACE with more detail
soul (step 1)

scan (step 1)

Analyze (step 2)

strategy (steps 3&4)

communications (steps 3&4)

review (steps 5)

Question 9

2) ORIENT (STEP TWO)

Answer 9

collect information through
- content analysis, interview, surveys, focus groups, organizational information, customer complaints, stakeholder maps

Question 10

3) ORIENT (STEP TWO)

Answer 10

1. issue/Crisis threat=likliehood x organizational impact x stakeholder impact
2. three steps are the issue/crisis-sensing mechanism
   - locating the source of issue/risk/crisis information
   - funneling the information to a central point
   - making sure the information is analyzed

Question 11

4) DECIDE & ACT (steps 3 &4)

Answer 11

1. crisis managers determine whether to take action once threats have been evaluated
2. If a threat is serious enough, action is taken to diffuse it

Question 12

What is a Paracrisis?

Answer 12

• situations where crisis managers must publically manage a crisis threat
• likely to occur from rumours, challenges and product harm
• Six responses: refusal, refutation, repression, recognition/reception, revision, reform
• Coombs example: recall

Question 13

Affleck’s focus ring

Answer 13

centre: strategic impact issues
“what will sink the ship?”

middle ring: critical issues
“wont sink the ship, but still important”

outer ring: watching issues
“no action required aside from watching”

Question 14

5. EVALUATE

Answer 14

• Compare what went good and what didn’t
• Did you close the expectation gap?
  survey stakeholders for feedback
  -

Question 15

Coombs

Crisis Proofing

Answer 15

be crisis resistant
impossible to be resistant to all crises

Question 16

Crisis Mitigation

Answer 16

resolve risks before they become a crisis
lessen rather than prevent
Way to build resilience

Question 17

Factors in Risk Mitigation

Answer 17

Gray RHINOS: high impact, high probability known risks ignored by management

Known and unknown risks

Question 18

3 response strategies to a crisis

Answer 18

1. acknolwdegment of the problem without taking action
2. reaffirming organizational values
3. dissociation from negative actions

The response strategy chosen depends on the perceived power and threat of the crisis and stakeholders, the cost of changes, and alignment with the organization’s strategy.

Question 19

OODA LOOP

Answer 19

Observe: Identifying stimuli or problems in the environment.
Orient: Analyzing information to make sense of the situation.
Decide: Selecting a course of action in response to the stimuli.
Act: Initiating the chosen course of action and reviewing the effects.

It helps with the decision-making process during risk mitigation efforts.

Question 20

crucial facotrs when assessing stakeholder influence (3)

Answer 20

Power: ability to impact and organization
Legitimacy: concern is valid or not
Willingness: readiness to take action