Week 3 Flashcards
What are each readings definition of issues management?
- Coombs
- Straub & Jonkman: practice of monitoring and anticipating emerging trends changes, or potential concerns that may affect an organization
Which interpretive tool does Coombs identify?
environmental scan and data collection
What do both readings say about environmental scanning?
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
When is something as issue?
- a contestable difference of opninion
- a gap between expectation and action (organization and shareholders)
- issue as an event, trend of condition which creates or has potential to significant impacts that affect the organization
What is OODA?
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
Jones and Chase model
- issue identification
- issue analysis
- issue change strategy option
- Issue action program
- Evaluation
1) OBSERVE (STEP ONE)
Finding the red flags
identify sources to scan
Traditional
Digital/Online
Risk assessment sources
Reputation Sources: RepTrak, Trust Barometer
What is Affleck’s RadarScan?
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)
2) ORIENT (STEP TWO)
collect information through
- content analysis, interview, surveys, focus groups, organizational information, customer complaints, stakeholder maps
3) ORIENT (STEP TWO)
- issue/Crisis threat=likliehood x organizational impact x stakeholder impact
- 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
4) DECIDE & ACT (steps 3 &4)
- crisis managers determine whether to take action once threats have been evaluated
- If a threat is serious enough, action is taken to diffuse it
What is a Paracrisis?
- 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
Affleck’s focus ring
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”
- EVALUATE
- Compare what went good and what didn’t
- Did you close the expectation gap?
survey stakeholders for feedback
-
Coombs
Crisis Proofing
be crisis resistant
impossible to be resistant to all crises
Crisis Mitigation
resolve risks before they become a crisis
lessen rather than prevent
Way to build resilience
Factors in Risk Mitigation
Gray RHINOS: high impact, high probability known risks ignored by management
Known and unknown risks
3 response strategies to a crisis
- acknolwdegment of the problem without taking action
- reaffirming organizational values
- 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.
OODA LOOP
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.
crucial facotrs when assessing stakeholder influence (3)
Power: ability to impact and organization
Legitimacy: concern is valid or not
Willingness: readiness to take action
