CHAPTER 9 Copyright © 2001, Prentice Hall, Inc. QUICK QUIZ What’s the number one topic that PR people request in mid-career seminars? a.k.a. Crisis Management Issues Management Risk Communication Copyright ©2001 Prentice Hall, Inc. 2 Define: Issues Management Public relations counselor W. Howard Chase defined it as: “…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 public policy that affects personal and institutional destiny.” Copyright ©2001 Prentice Hall, Inc. 3 Issues Management 5-Step Process Evaluate its program in terms of reaching organizational goals Implement action program to communicate the organizations views and influence perception on the issue Display the various strategic options available to the organization Analyze and delineate each issue’s impact on constituent publics Identify issues with which the organization must be concerned Copyright ©2001 Prentice Hall, Inc. 4 Anticipate emerging issues Plan from the outside in Deal from the top Copyright ©2001 Prentice Hall, Inc. Maintain a profit-line orientation Identify issues selectively Deal with opportunities Develop an action timetable 5 OVERVIEW Job Tasks of Issues Management I. Identifying issues and trends II. Evaluating issue impact setting priorities III. Establishing a company position IV. Designing company action and response to achieve results Copyright ©2001 Prentice Hall, Inc. 6 QUICK QUIZ What’s involved in… I. Identifying issues and trends? Traditional research methods Focus on organization’s own geographical area Stay informed about what is being said about the organization Copyright ©2001 Prentice Hall, Inc. 7 QUICK QUIZ What’s involved in… II. Evaluating issue impact setting priorities? Set up issues committees within the organization Set up priorities within the organization Copyright ©2001 Prentice Hall, Inc. 8 QUICK QUIZ What’s involved in… III. Establishing a company position? Formal or informal processes Position papers or policy statements by top managers Copyright ©2001 Prentice Hall, Inc. 9 QUICK QUIZ What’s involved in… I. Designing company action and response to achieve results Aim for integrated responses Coordinate various branch offices Contact lobbyists Speeches, advertising, and employee updates may be necessary Copyright ©2001 Prentice Hall, Inc. 10 Let’s Discuss: Risk Communication “Perception is Reality” “Frequent & Forceful Communication is Necessary Health & Environmental Hazards High Level of Emotions Copyright ©2001 Prentice Hall, Inc. 11 Steps to Planning a Risk Communication Program Recognize that risk communication is part of a larger risk management program—based on power, politics, and controversial issues. Train management to deal effectively with the news media. Develop credible outside experts. Become an in-house expert to enhance your credibility with journalists. Copyright ©2001 Prentice Hall, Inc. 12 Steps to Planning a Risk Communication Program Give the news media solid facts and figures BEFORE they approach you. Verify and double-check your data. Research the media’s and other publics’ perceptions of your organization to gauge credibility. Understand your target audiences and how the news can help you communicate effectively. Copyright ©2001 Prentice Hall, Inc. 13 MANAGING IN A Warning signs that appear with crisis: Close Outside Scrutiny Insufficient Information Copyright ©2001 Prentice Hall, Inc. Loss of Control Siege Mentality 14 Managing in a Crisis 1 Define and understand the risk. 2 Describe the actions that might mitigate risk. 3 Identify the cause of risk. 4 Demonstrate responsible crisis management Copyright ©2001 Prentice Hall, Inc. 15 Be Prepared Be Available Be Credible Copyright ©2001 Prentice Hall, Inc. 16 say… “No Comment” Public hears that as… “Guilty!” Copyright ©2001 Prentice Hall, Inc. 17 for communicating in a crisis Tell it All and Tell it Fast! Copyright ©2001 Prentice Hall, Inc. 18 Communicating in a Crisis Speak first and often. Don’t speculate. Go off record at your own risk. Stay with the facts. Be opened and concerned, not defensive. Make your point and repeat it. Copyright ©2001 Prentice Hall, Inc. Don’t fight with the media. Establish yourself as an authority. Stay calm. Be truthful and cooperative. Never lie. 19 HINDSIGHT: Things Exxon Should Have Done 1. Develop a clear, straightforward position 2. Involve top management 3. Activate third-party support 4. Establish on-site presence 5. Centralize communications Copyright ©2001 Prentice Hall, Inc. 20 HINDSIGHT: Things Exxon Should Have Done 6. Cooperate with the media 7. Don’t ignore employees 8. Keep the crisis in perspective 9. Position for the time when the crisis is over 10. Continuously monitor and evaluate the process Copyright ©2001 Prentice Hall, Inc. 21