Second edition Ralph Tench Professor Leeds Metropolitan University Liz Yeomans Subject Group Leader, Public Relations and Communications Leeds Metropolitan University Aninpent of Pearson Education Hadow England + Landon « New York «Boston - San Francie» Torunlo Sydney Singapore = Nong Koog Tokyo = Seoul Tape - New Dehi- Cape Town + Magid» Mesico ly» Amster = Munich «Pais Mnend of this chapter you should be able to: lefine and describe the concept of issues. management lyse the national, reglonal and global context in. which issues emerge and the forces, that shape | reshape their impact on people, govemments, institutions and business ‘ tigaite p terest and bring about changes. in:behavi Structure Issues management: defining the field Context of issues management Action planning: a framework for managing issuesF Introduction Giguvete smoking, global warming, the F {Mu ofthe rain forests, obesity, health k Ge tite costs, ONA, stem cell research, B. Wavle management, the trade in en angered species, intensive farm- SMM. child fabour: these are just a few AY the: subjects that have influenced Mw way in which business operates {War the past 30 years. They all began EAN drbales and/or research studies Evang, scientists, technologists, eco- Ainsts, politicians and/or intellectual ‘hink-tanks” They then entered the fr domain via special interest ij the media and, increasingly, the Wirt. Once there, they tiggered a icade of questions from a varity of Wakeholders who had never been lefining the field US perapectiv fies management arose from the Mis to protect itsel Hatt was the publi (bipweations, m Arstworthy. irre ith thimpionin, Ibsues management: Heath (1997) observes that ced for private busi- inst public criticism and legisia in, While the activities and polici of public concern since the nineteenth c al socio-political Wie hot cintit the 19608 that widesp E fiwerns about the state of the planet, and the effects Ei Cnsumserism, began to gain momentum, A possible on of Rachel lin! Springs in 1962, which highlighted the potential side ‘ticides and herbicides on the food chy and politician Ralph Nader played a Key role he rights of consumers against manui involved in the debate before, but who were now intensely engaged in monit- ‘ring oF influencing the outcome. This ‘multi-stakeholder engagement is at the core of twenty-first century issues management. Issues management practice is the ‘identification, monitoring, and analysis Of trends in key publics’ opinions that an mature into public policy and segu: latory or legislative constraint of the Private sector’ (Heath 1997: 6). This chapter argues that the successful issues manager recognises when an issue has changed or has the power to change the context in which business operates: Is able to pinpoint a speci fic threat ar opportunity to a specific been defined in a number of ways according to thy preference and prejudice of those defininy sof (1982: 1, first used the term in the mid-1970s, deseribing k the frst expor it thas: coordinate aid of big business uy, it arson’s argue that the Here, issues manageme hing function that encomp Public relations (PR) skills in influencing public policy in regaed to institutions or ong icorporates it (Heath 1997). Gru strategic planning as well as PR and tends to be s ous with strategic PR, Heath (1997) identi Chapter 18 Issues management 365 industry, company o: product, in a specific part of the world at a specitic point in time; and can execute a series Of actions to do something about it while remaining vigilant for any shifis in Interpretation that need new thinking, This chapter begins by reviewing the literature on issues management ‘The rest of the chapter will be organised around issues management principles based on an understanding of the ‘tipping point: when an issue in an organisation's extemal environment becomes a concem for public policy, Key steps are provided showing how an organisation can influence the ensuing, public debate and these are illustrated with mini case studies, ues Management, Howard Chase ‘Issues management isthe capacity to understand, mobilize direct all strategies and policy planning functions, and all public affoirsipublic relations skills Loward achieverneut of one objective: meaningful parti. “ipation in ereation of public policy that affects personal and institutional destiny, conceived as ast sex both publi Megic play sand etn, flaw se8 against auto- ikers in the 1960s, (See Box 18.1.) Efile 1teath, one of the leading schotars in the fetd of Eratlies management, observes that issues management has tions of issues management, These are to: © anti ipate and analyse issues & develop organisational positions on issues Mm identify key pul public policy issue M identify desired behaviours of key publics. (See about 18.1.) whose support is vital to the nket Fea ty From the 1970 ‘onwards, a ‘macro’ Issue called ‘the environment’ becamé'a serlés of ‘micro’ issues under a single banner known as the green movement.'t gave rise to an endless number of debates in the consuming countries of the. developed world, crossed oceans to the producing countties of the developing world, went through a umber of cultural filters ane eventually prom: ped a global reaction. ‘The, repefcussions are manifest, in, for example, the. sort of timbet we buy, the amount of waste we recycle, the size of car we buy, the way In which cars are povered, the public transport we choose, the wildlife ‘we protect, the dolphin-iendly tuna that supermarkets fe sdback He we take a systems theory petepective, for exainples” itis ea8y toe how the ssules management function’ “fulfils the “environmental ‘scanning? role discussed iv earler chapters, This isn with the fst funeton anticipate and analyse issles', What other evid- ( enge Is thereof stratege PR in these four functions Relationship with crisis management Howard Chase also ceferred to issues management as the highest form of sound management when applied to insti- tutional survival (quoted in Seitel 1989). This leads to a debate about its relationship to crisis management. There not the is clearly a connection, but the two specialisms control oil and gas exploration, the search for alternaly “Gee Case 3 sell, the fish stocks we preserve, the energy-efflcl household appliances we manufacture, the way W@ ive sources of power such as wind farms, the use of unleaded petrol, the way we farm, the way we manag@, “exports, the amount of packaging we use, the Invastu ity, of the World Bank, the use of chemical The growing evidence of damage'to the ozone tovol and the effects’of ‘global warming’ are forcing goverie ‘ments and businesses around the world to change’ ‘their policies and practices. Individuals too are being" Urged to do whatever they can to reduce thelr carbon” ies — rang if from using plastic bags to flying ~ impact on the sivironnjentiln: terms of the amount of greenhousd 4 footprint, i.e, the extent to which their acti y 28.1 ~ Surfers against sewage - I Chapter 28, which illustrates how an environmental | Issue became a campaign) Regester and Larkin (1997), in their issues lifecys te, in intensity through thee 1 suggest that issues increas phases (potential, emerging anil cureemt), reach maxiv nl depressurise dr intensity in the fourth phase, criss, atically in the final phase, dormant, when they are finally olved. This seems to imply that, unmanaged, all issue ‘eventually turn into crises and do high degree of pressure until they do, Experienced managers might well disagree with tha Gaunt and Ollenburger (1995) and that crisis management is about solving a probl moment it occurs and after it has become publicly kno, and is therefore reactive; scessarily involve sues management, con management able in, say, had never beehes The emergene Disease (CJD)-tn’ hiimans following the crossing ‘of the species barrier by ‘mad cow’ disease (Bovine Spongi Encephalopathy or BSE) is an example. It is likely tht most crisis managers would describe the proactive d thst lity, tion given earlier of issues management more accurately as pre-empt management. “The difference between the two specialisms is probably less to do with the style of response than with the situation: crisis management is about dealing with the impact ofq velop into, crises HKhlen adverse event that fractures the core of fy opration and presents an immediate the EGF Willy w stay in business: issues management is abut 22 Meallng, with an evolving public Fae debate that, over EM, slupes the way in which a company is permitted to ste. Aircraft cra Wie iteated are crises; the size of aeroplanes, the location com- tots 's, their cause and thé wa Saul expansion of airports and the ammount of avait air # ike are issue. Crisis management tends to be about the now and is =* Lately tactical; issues management tends to be about the ie flute and, as we have seen from earlier discussions, is raverse-Healy (1995) talks about the ng ahead as & means of predicting sues may influence and affect companies. [stitely strategie. {sof course, true that a crisis can trigger a change in policy. At the point that the shift or change hap- FEE PW, the cules of the game also change. It is no lon, daw reacting and responding, but about shaping the <7 fue by helping to create, in the words of Chase, ‘public fier that affects personal and institutional destiny’ (See Hink wheat 18.2.) Context of issues Management pping point’ warel Chase is right = Maui he nd there is plenty of eviden peues managers need fo understand and , often duc 24 acs beyond the immediate contol ofthe ergaaea E Ahn huvived Poblic health is evolviny major global issue and pens to be echoing the way green issues began to make 7 Abliigs hapyren three decades ago. ‘The public health issue S'ilacusses! in detail towards the end of this chapter, For Chapter 18 Issues man: 367 now, students of issues ma history of environmental activism to s at which ‘the reasonable pees yg and acted in enough momentum for others to follow. This momentum is called the “tipping, pe Gladwell’s influential book (2000): the moment when a ( zement should explore the A for the point was pers led 10 care enough to do somethin has been slowly evolving for many yea ong the scientific, medica, techaieit enters the public domain via the agenda, and prompts vental shift in government thinking, vedi, funda- Ina shifi, in turn, adopts political and soci ive and regulatory change that reshapes the landscape, impo! ‘meaning and apply an emotional charge that f an, but it is not the te the pub x. That comes uch earlier know wh headin, nd it is the core role of an issties manager lo 1 has begun to develop and where itis A simplified model for monitoring emerging issues is based om the idea that a six-phase issues tend to follow th evolutionary sequence, Issues often begin with a study, prompted by the natural de: c of scientists and nics to research areas of uncerta phase). As the re lished, other exp iy (the initiation ch continues and findings are pub sy typically from industry groups, yovern: ment and specialist-non-goverumental organisations (NGOs) with a particula tubject, study the data and add their own opinions (the interpretation phase), At some point, this sharing of da tion betww fic opportu done’. Th they are being exposed to a risk over which they have no control and with which they are unfani sks from nuclear & manufacturing plants and chemical ingredi day products have been behavioural spe Slovic 2000). Th dlom of infor and global commu If an NGO or a media comm ar actual or perceived thre pose @ possible culprit (the implicutie news coverage and/or a public nd interpret en specialists begins to coalesce ty or threat about which ‘something must be is especially truc when people fe For example, the px 1 chemical ts in every: ties, smo judied by psychologists aid urope and the USA (ex. see ely to increase asa result of free n legislation, increased transparency tions. mpaign becomes a hig probability. The tipping point is reached, public interest is fired (the iguition phase), the lobbying of policy makers begins (the influencing phase) and duced (the imposition phase). (See 18.2.) dations are intro: © 18.1 and Box368 —Part'3._ PUBLIC RELATIONS SPECIALISMS MI The‘ public debate’ Ignites around thf choice and the environmental ‘sks Ji ¢ross-polinatng GM and non-GM crop, 3 MM The EU applies the precautionary prinelple {cldes it cannot allow the Importation of “ ‘untilithas created an appropriate requ I i ‘The following outlines the history of European opposl- i ton to the nvoduton ‘of gently mod (Gu) crops: . Sueatsly Initiate fesearel on tow fa modification) and the tipping point {s ct dom to choose) then the Issue Is lkely {0 hie Agricultural specialists learn how 16 use gen€s t0 ~ gmotive, Public concems are legitimate and iil make plants pest resistant. Addressed as part of a long-terin goal to civale AUS, company, deyelops,a Seed. that Is resistant A rational: debate about the use of a” selon to its brand-name pesticide which, they say, will medical procedure that makes people anxloti Gl allow farmers to be inore efficient in vse of, ake place uni a climate of tut has beat “4 als in the field. : established. Picture 18.1 Activist {groups have been raising questions about the dange (of GM crops cess pollinating to Non-GM crops (source: Nick Cobbing/Rex) +6s a? ‘Aslinplified model of tho evolutionary sequence of public policy issues. The tipping foint is viggered ‘when a clear implication of an emerging threat, ‘whether reat or perceived, Ignites the public interest Chapter 18 igen! — 369 Fre 18.1 Simplified model of the evolutionary sequence of public policy issues (source: Paul Gillions) The effect of context on issue development his model tends to confirm what Howard Chase seems to Hpty in tutional survival” and 'nsiitutional destiny’ (sce earlier references): issu ‘yement is more about the pace and extent of change th slut the fact of change. With that in mind, two questio inst be asked, the answers to which will ditate the spe is use of the term At which an issue moves and the amount of difference it is likely w» make over time, First, what is the political, social, qeunomic and cultural context for the issue?; and second, who, or what, isthe dominant power broker in making something happen? Context explains why some issues, such as the debate ‘aver whether mobile telephones affect the brain, have {ite irmpa lie debate over genetically modified crops (GMO), are capable of polarising opinion, This happened: with GMO (the point where the EU introduced a de facto morator- ‘uu (un-negotiated suspension) on the importation oF nving of GMO-derived crops in 1998 until suitable regu litions could be put in place; where Argentina embraced the technology while its neighbour Brazil did not; where the USA asked the World Trade Organisation (WTO) in 2003 to investigate the effect of the EU position on US/ Hurope trade; and where some UK supermarkets removed (GMO products from their shelves in the wake of consumer furs over alleged long-term risks to health, on behaviour and sales, while others, such as 1 also explains why some issues, such as the use of unimals in medical research, are primarily of interest to tne countey (in this case, the UK) while others, such as those triggered by allegations of chemically induced ‘1oss national borders and continents within the space of a day, And itexplains why, for es; of children is attacked by the USA commentators as child exploitation (ie. cheap labour) but condoned by s ple, the employment w! some Europea ne Asian countries as child protection (ic alternatives to working are likely (be ware). Power, whether elected, appointed or self styled, is author is that 1% ospective coalitions, each one of which is rooted in coalitions. A simplified view of th the world is split into three natural, stable, sell and largely in populated by stakeholders who share similar visions, be lies and behaviours: ME for-profit coalition (business, industry groups) not-for-profit coalition (NGOs, voluntary secten spe groups, aeadlemia, indepn ars) government coalition (1 ators, regulators). Issues tenc! to emerge from players in one of these coali tions and will typi in a second coalition before players in the third coalition become intimately involved or even aware the history of relationships between th J that until the 1970s, the government coalition and the for-profit coal lose allies. It was a relationship that came under ine ly ine! “common cause’ with players ion tended to operat asing eritic- ism from trade unions and other groups on the ‘outside’, most notably students who rioted in Paris in 1968, not-for-profit coalition, often now seen as represc! the ordinary man in the street, was barely recognised. TThe environmental debate changed all that. Over time, the not-for-profit coalition led the way, first by attad and then by working with the for-profit coalit370 Panta PUBLIC RELATIONS SPECIALISMS Influencing public policy Go back to some of the examples listed earlier (GM. crops, nuclear power, childhood obesity) and try to identify the players involved and the way in which they drove the issue past its tipping point and into a public policy result. The internet is probably the best place to start your search. Itis a great source of information and insight on issues. For example, do a search on ‘children’s diets’ and see what story unfolds. solutions that the government coalition had scemed power- less to create and impose first decade of the twenty ng the not-for-profit sal coalition unite to build a Now, in th sms to be turn the wheel s coalition and the govern framework of cegulations and legislation to control what they rey ss Examples of this partnership in aetion are the emergin corporate governance, exemplified by the Sarbanes-Oxley legis the USA (2002) and the EU's 8th Directive on company law (2005) and voluntary codes of business iment of workers by Factor ral as the excesses of some busine rules on in Asia supplying western companies. smtent programme will strive to treate common cause among stakeholders in all three coalitions. The World Health Organisation (WHO) is eer- tainly attempting to do that in using a multi-stakeholder approach as part of its global strategy om diet, physical activity and health (see health example later in the chapter, iso Activity 18. and Hox 18.3). Action planning: a framework for managing issues Woody Allen once said: “The world is run by the people who turn up’ and these words encapsulate the reality of modern business: the outside world knows your name, understands your business and thinks it has the answer to everything. It doesn’t, but an issues manager needs to start ‘on the outside looking in, not the inside looking out, ‘The management framework outlined in Box 18.4 is sa useful template for a more detailed examination of issues that are alrendy in the public domain, Given that its highly untikely that any organisation would discuss the de not the complete answer, but it provid Heré are some questions that you could use to gal below the surface of a debate, Consider the ethical”, Issues raised by these questions: ot “m How much hard scientific evidence Is there thal 4 mobile telephones have an effect on the braln?’, How do you think: people balance risk/benelll 4 when the risk is not yet obvious but the benefit Is clear? : iow much personal control do you have ove ‘your use « of yourmobile telephone and how dos 3 that affect your attitude to risk? Conversely, how imuch control do you have ovat the technology used to produce what you eat? How does that affect your attitude to production, “< methods when there is no perceived benefit In terms of price? Why should a pait ofthe wort that hag no expor rience of widespread hunger prevent the ust of 4 a technology that might help farmets in parts af 4 the world that face regular famines? Feedback . “These sorts of question can tie up a company) In an} Intellectual debate for weeks, months or even years, 4 They are criticat to a proper arialysis of an. Issuy:. However, atime limit has to be Set (In days) to work through a process that witl help define'a plan-of action rather than a subject for endless discussion, The ‘tipping point’ is no respecter oftime. went strategy and action in a public forums, this frame work helps to identify a series of del evolution of selected issues. The framework is broken down are described on the following pages with example t section covers Steps I to 5, which are primarily con cerned swith thinking and planning; the second s -ps 6 to 10, which are centred on activity. step includes a commentary that, combined with personal experience of the author, key learning from elsewhere this book, and regular study of the media and organ ised discussion groups, will help the reacler to fil in the background,een tae ah EE Fe UE eee ees 4. [ttoinework section 2 framework section 1: thinking And planning ‘Stop ie Get. focused ic Issue. as. defined by the outside world is sth issue hat needs to be managed, Clarity can be achieved fli the answers to two key questions: Who, or what, GE Dlit t on the public agenda? What are the best-case gid Worst-case outcomes of the issue as currently iliog? «5 £. ial wellness, as apposed to illness, has been around the cor- 2. files of power in various countries for many years, partly P gil jurily because state-funded healthcare is finding it : vely expensive to cover the cost of dlisease-and Hrainweut systems. he weed! for improved nutrition as. key feature of dis- _ ue prevention is being driven by the WEIO with the help Chapter 18 Issues lanagenent 974 of the Food and Agriculture Organisation (FAO), and is best illustrated by the campaign to inereast andl vegetables launched in 2003 (go to www.who.ini/en! and search for the WHO global strategy on diet, physical activity and health). Yet nothing really fired the public tion until obesity becan rt of the n. The tipping point was when the office of the US Surgeon-General put a figure on the problem, and declared in a statement prepared by a sub-con the US House of Representatives in 2003 that the total annual cost of obesity was $117 billion, only slightly less than the $157 billion economic toll assigned to smoking (US Department of Health and Huma release, 2004) When that happened, Eating habits had to change rethi ake of fruit Services news ‘something had (© be don: fastfood companies had 10 their menu options. schools had! to increase ctivity ... companies had to consider provid fitness rooms for staff... food manufacturers faced vol untary or mandatory restrictions on the amount of salt and 5 of both ingredients and countries af or physical war in their products. .. detailed product labelling in emerged as practical ilustrations of transparcney and openness Activity 18.2.) : nue 18.2. “Activity 18.2.) Context and perspective on issues Take a look at two websites that should, by definition, be mirror images of each other: www.medonalds.com and www.stowfood.com. But are they actually about the same issue? Study them in detail to see where there are different points of view and where there are, of might be, areas of agreement, Ask yourself If these sites are about food, about eating, about lifestyle, or about all three. How do sites like these affect the context of the debate on dietary Issues and, as a result, the way people might think and act? List key players. ‘Identify people and organisations who are likely to have an Informed ylew of the Issue as currently defiried. They should be clustered’on the Basts (a)- of their ‘niembiership’ of the three natural coalitions summarised earlier, and (b) of the extent to which the definition of the Issue makes it directly relevant to thelr day-to-day interests or responsibilities.372 Part 3. PUBLIC RELATIONS SPECIALISMS Picture 18.2 Young people participating in physical activity o inform research into obesity at Leeds Metropolitan University The key learning point here is that best-case and worst case planning is not about the issue, but about the impact of the issue, If the US Surgeon-General says obesity is an issue that needs fo be addressed, it will be addressed. ‘The symbol has been identified and all that matters frony this point on is who, or what, i part of the and where r cers and dee eon as part of the problem and manifests itself lution. ‘That is where the issu has a direct impact. in essence, is in: locating opinion lead ing some assumptions about Hy makersy Table 18.1 Opinion leaders and decision makers in the obesity debate ee Doctors in goneral practice Diabetes experts Consumer group Nutition associations: Government leadership Health ministy Food producers Food retailers Celebrity chefs vie Moo their motivations and, therefore, their likely behavinury) = and deciding where they tin retation to the tipping pint © and the six-phase evolutionary sequence summavive a carlier in this chapter While a list such as this ed on gener isations, it is important for issues managers to distin id eneral practice, a consumer organ ‘or a prime minister), and a person and an iistitution wlth @ narrow agenda (cg. a heart surgeon onmiental activist group or a government minister with speci responsibilities). Their interest, knowled credibility and motivations — and, as result, the will be different. The obesity debate, for example, could produce initial assessment (which would need to be Fully validated by research) as shown in Table 18.1 n instant diagnosis of this table identifies three key recessarily bi between a person institution with a broad (e.g. a doctor in 1 The potential for creating common « players together) is high, © (lovingly Asa result of the first point, the development uf anil stakeholder programme shou! be straigh forward 3 Bxisting shared interest across all Uaree natural coat tions can be mobilised to facilitate agreement on 4 broad public policy agenda. A stakeholder analysis, using Johnsen and. Schw powerfinterest_ matrix, could also be conducted at this point (see Chapter 9), ‘The way in which this management. prog illust under Step 8 (Build case) of this fr obesity as the example, used in an ed in some detail inking, sie Not-for-profit Improved patient health Not-for-profit Disease reduction Not-for-profit toformed consumers Not-for-profit Healthier eating/lifestyles Government Healthier citizens Government Disease prevention For-profit Innovative, saleable products For-proft Sustainable customer base For-profit Personal positioningft ayare of what makes» good target, Three ques: lons can heip organisations assess whether an issue Wat sn the public domain, or is about to enter the - fepliblle domain, is heading in their directo ‘ rn [Ig the business a symbol (eof junk food) oFis actual activity under threat? a Does the issue as currently ‘defined resonate with. Other debates (e.g. abesity-junk food—physical “ activity-cosmetic surgery)?" Do the forces that drive the issue have the auth: rity to erigage and maintain the public interest? firent Spar ~ the oil installation that was to be durmped the North Sea by Shell until Greeape ‘Halo it~ is probably one of the best ex Alle decision can give ‘Mudles in Chapters 11 and 17). p_the Brent Sf ifaw issue is often set by the way in which itis defined Afi, therefore, sat it symbolises public “ dlanuain (see Step 3), However, the decision to dispose of {heut Spar at sea rather than on land is eegarded by sone * Wpecialist commentators as the more environmentally 1¢ campaigned nples of how a antum (see case we study demonstrates how the pace {lendly option, It did not matter: once emotions were Inwwninys high and the issue was on the move with an ~ Hlentfiable vitioy (marine life) and likely eulprit (Shel) liv plain sight, the chance for rational debate had gone and “the voices of support were drowned out, ‘They were heard (inly when the decision on Brent Spar had been reversed ain) when the media frenzy had died away. (See ‘Think thot 18.3.) The challenge is whether you ean ‘make the case’ or Aiyuinient for the reality as you see it of any given sit linn. Are aeroplanes about increasing pollution or shrink- iy the sworld? Ace disposable nappies (diapers) about tonvenience or waste mountains? Is genetic manipulation shout playing God or in the case of GM seeds, feeding the world? Are cosmetics about feeling and looking good or the ingredients used! to make them? Is driving a twurenience and enjoyment or damaging the environ- iient? Is this chapter about manipulating people or shap- nytepinion? (See Think about 18.4, overleaf.) Vhese arguments naturally raise the whole question of tnvoruls and ethics and whether the issue m: fonion: er, a pro: the power of persuasion communicator Chapter 18 Issues management 373 Check reality Make sure there is a real and measurable threat or ‘opportunity. Again, three questions can be used to help organisations'to make a decision: Is the'Issue,a$ defined favourable of unfavour- able to our business plan? Why should we become directly involved? Can the Issue be redefined or reframed? debates? SE built Up an enormous amount at pubic el and “ goodwlll'over many years. tts motives In the Brent | question and its Important to’ 'and why that was, and probably stills, true. jo people put thelr trust in activist groups more “than in governments or business? Why do we ques: tion the research figures. and findings of Industry, but i those of activists? “To.answie’ these questions, 1odk for regular surveys that measure public. confidence,. especially those ‘that rank the people whom the public generally trust to tell thé truth. Doctots, teachers, academics and feligious leaders tend to head the lists; business leaders, politicians and government ministers tend tobe at the bottom. The World Economic Forum pub- lished a report on trust in’ 2004 (wiww.weforum.org) ‘and the Ipsos MORI regilarly publishes trust data ‘wen ipsos-midri.comi). The key leaming point is that > What really matters is not ‘whom Beople trusty but ‘whiom they do nat. to win a specious, see also Chapter 14) Issues management is (1998: 492) defin as an attempt by a corporation or org ence public opinion on nt (see Bowen and Heath 2005; dest, a exercise in public public advocacy tion to infla advocacy. Wileox et political or social issue. Issues374 Part 3. PUBLIC RELATIONS SPECIALISMS Spend some timing thinking about how you define the animal rights issue: ms it about giving animals the, same sights as misit bolt condemning a shee for attacking a Swimmer or condemning the swimmer for invading the shark's territory? Be een nate races Pasa oe The role ofthe isues manager is fivefold: a states analyst, 2 tactical programmer, a facilitator of opinion, an advocate of facts and a counsellor on whether the strategy is likely to achieve the objectives set fori. That is their principal professional responsibility. mantagement demands robust po nt of view and a rigorous A robust point vough. For 40 years rgued that cigarette use was an issu of consumer choice while being cautious about the Fe search showing the detrimental effects of tobacco use on, public health, The industry has faced lawsuits from ind vidual smokers, fines by state govern tions on marketing and advertising pra Pratt argues that been adhered to ssessment of the evidence that supports it of view on its own, however, is not industry the tobace: Is and restric es (Pratt 2001). issues management principles had «. responding to consumer terest in rer that promotes dialogue and negotiation) the the consequences would not have been so drawn out and costly. Rather than influencing public policy by acknow Animal rights issues M_Isitabout using animats to advance medical eseaich. ‘and cteate néw or better medicines or about bredht ingle Tesearchlaboratories and setting them Worle about protecting humans from animals? Is It aliuil «destroying habitats or Farming the land? mis it about animal velar ‘or the price of meat? Feedback The answer activists, could potentially become Involved Ina Wily. range of related issues, The same applies to. vailitis = be ignored. Itis important for two key reasons. First, thd.94 » > moral and ethical climate of pubtic opinion is a fuinlo' mental subset of the context in which public advocnty™: takes place and will influence both the impact of an. ; issue and the way in which it needs to be mann issue manager will make and counsel accordingly Second, an individual's personal moral and ethical cle ‘an make it uncomfortable for them to work with, certalil companies, industries or countrles. that is a persoiiil ” 4 decision and the professional issue manager shill not tead, or be expected to lead, an issues resporsd strategy that runs counter to strongly held personl 2 4 values which will clearly reduce their effectiveness, ledging the health risks of smoking, the tobacco inslistey hhas been engaged in an ongoing batile with gover and pressure groups to restrict its market damn also demands the ability to gals MWe support of key opinion k ‘of whom have been referenced earlier in this chapter atl all of whom will test the strength and/or the independeuty of any data and research th: The +, while believing, they are my being put forward Issues managem iders and decision makers, inant is deployed to make the «ate, jomately in Ue sant id decide if wisdom dictates 4 shi in strategy. You cannot simply create a reality, it eas only exist i'there is powerful evidence and widespread sippiutt to prove your point of view. (See Box 18.5.) i is able to identify Naws in the arguinente 4“The activities outlined in Step 2 and the case outlined in Nep 3 of this framework are key to understanding the pro. “ease making’, and it is worth going back to them i \lerstand theie value as an initial check oa st je planning. Then go forward to Step 5, which focuses on ; tical reality check: is the issue at, or near, the tipping nother a will know they are at of dear, the tipping point pl the answer toall ofthe following questions s yes: able easily to f the population tly ho ‘reusable person? testis the litmus test for public -ffenes, 1 the ordinary man or woman in the street cannot ts he / Malle, It will be debated, but nothing much will happen Al companies need to beware of adding, pace to an issue Ih as no recognisable shape. 1 the issue af mobile telephones a or feel a connection to an issue, it will remain nd the link to “bain damage, mentioned eaelier. Some of us will never fair anyone with brain damage and even if we {ild think of many likely causes that have nothing to do Weill: aking telephone calls, ln any case, we cannot see © vide « person's head and we know that the science of Murology is relatively new. ts this not just another scare Moryt Given the millions of telephon use and the illiins of calls that are made every day, surely we would “hive secon some hard evidence of harm by now? And so =. (he dehate goes on, The mobile phone example illustrates un sume issues, despite being in the public domain, “syutn 0 be contained at the initiation phase of the issues _ Wolutionary sequence. However, if the debate ever gains inuamientum, the pace will accelerate, probably triggered by 2s eputable scientific and medical source with unimpeach- fhe credentials. this happens, it will provide an interest- Hy study into the way a market and an ind A changing context for such a widely used product. (See i Aetivity 18.3.) E be try react Wo Chapter 18 Issues management — 375 ‘The reasonable person’ test Make a list of similar issues that are already on the move. Make a note of the speed with which events happen as the issue reaches the tipping point and centers the public domain via ‘the reasdnable person’ test Feedback ‘The key to understanding the test is that it is gov ‘ered by national and cultural behaviours. There is, no universal definition of ‘reasonable’, a fact that requires issues managers to develop a political antenna as part of their skill set. ‘The issue of ultraviolet (UV) rays fron the sum which are reaching earth unfiltered by high-altitude ozone, the consequential rise in the likelihood of skin ca brings its own expectations of wl le govern ment and industry can do, The issue began to attraet broad Uhe 19905 and has triggered a number of public information campaigns and evaluation studies (e.g. Sinclair ef al. 19945 Dickson et al. 1997). One of the first major campaigns was in Austria, a countty synonymous with the oudoor life, where sun bathing became a questionable activity. Suntan lotions were reinvented ich holidays, and everything associated with then, came wader scrutiny. a resp public interest i sun-block lotions by Skin, and how to protect il, gave the medical proke fnew cause and a welcome boost in sume parts of the world to the emerging scie ‘of coumeceuticals (cosmetic pro duets that claim a he th benefit). Austratia’s ‘slip, slop, slyp' slogan encouraged people to ship on a'f-shirt, slop om sunscreen and slap on a hat ‘The ceality of issues such as this is that the fear of cer: tain ses has the power 1o drive action at a pace t sometimes difficult to control. Cancer is one of them. So is Alzheimer’s disease. Issues mani a high-intensity rollercoaster ¢ made to a situation that drives emotional r ‘Think about 18.5.) Yet while the weed for change is global, the pace af change is nati alert for le when a connection is ictions, (See al or regional. A popular slogan with gecen ‘locally’. An issues: mana not control pace is unable to influence the outcome. This is where the action is, and itis e second section of this management frame Steps 6-10, discussed in work, cover376 —Parl3. PUBLIC RELATIONS SPECIALISMS Hunger and famine ‘Why'is'it that hunger and famine do noi have thé same effect or get the same response from the pub: lic as diseases such as skin cancer? The amount of ‘chajitable donations suggests that people care, but ‘apparently not enough to. generate action that will resolve the issue in the long term, If you were man- ‘ging the jssue, what would you dd to’put It oni the Public agenda and keep It there? How would you make it personal to people living thousands of kilo- mettes away? Whal specific action could individuals take to make a measurable difference? How would It differ country by country? i Feedback * ‘The last question in this exercise is another critical component of Issues management. Famine, the hole. in the.ozone layer and the reduction of:non-. comriunicable diseases like cancer. are discussed at global levels within the United Natlons and the World Health Organisation. The need, to do s¢ thing Is not in dispute, but the actin that. is eppro- priate may be. Follow up activist Bdb Geldof efforts .- tO put. poyerty alleviation in ‘Africa. on. the. public ‘agenda in 2004, Start by typing “Sir Bob Geldof into your Search erigine. action Framework section {ssuey management is not primarily about winning. As Woody Allen suggests, itis all about getting a seat at the table when decisions are made in response to a new con- wing climate of opinion. It is about being part ofthe solution rather than pat of the problem. Manufacturers of electronic equipment operatin counts text and a where surrounding the effect on humans, of radio waves, microwaves and electromagnetic fields hhave surfaced are focused on resolving anxieties that theie industries have raised. They do not believe scientific evid ence proves the existence of a real probl long hhas the power to impact their business. They understand tha mn equi m solution, but itis clear that a perception of risk legitimate concerns exist, recognise the degree of emotion involved and have activated programmes of ee ddress them, ‘That is what th staranc expect Look for other examples of reassurance strategies in your own markets, country or community. You may fine! programmes designed to build tru wa customers in communities yc ter] villains, principally because public opinion tends {Gat focus on their ‘downstream’ operations (e.g, oll lily, drilling rigs, production platforms, oll tankel spillages, industrial sites) rather than the will (e.g. energy stipply, plastic products, componiita i$ household appliances, clothing materials), 45 of public -communications -Initiatives, -focusl principally on operations that have more ‘assim with the public in general and reflect consumer neue, This Is especially true of oi! and gas suppliers Wig are fepositioning themselves as energy compailedys not only as a long-term strategy to erete grea public confidence and trust, but also as.a phatfoith from which they can play a leading role In the dale Over alternative forms of energy that do not. W fossil fuels. The industry is correcting the balance with a nuinh ‘Clarify the part you want to play.’ From the evidence available, decide how the outs|dy world views your role. Two questions to pronipt a diseussion and a decision: : Ible for creating the problem or resolving shot; term concems or building long-term solutions? - How do you react? 4 case study 18.1, Activity 18.4 and Think about 18.6) sed in Step 4, red {itying, educating and mobilising stakeholders to becom advocates for your point of view. lis about buildings and maintaining a body of opinion around a commion ag that is relevant enough, powerful enough difference. 1 is about ere ng or refianilny, nd tangible = the core proposition = that galvaninesie se rs brie canach ines ueeae pala £ ‘by changing factor by changing perception? ‘an example see Mini case study 18.2. ‘Understanding and communicating ¢ with different publics ‘Nicr reading Mini case study 18.1 about the oil, gas © and chemical industries, look for other examples of € tudustries that have learnt to speak the language H y( lhe end user (consumer) rather than the language Ef the supplier (manufacturer, produces). FA nical manufacturing plants stuatedneara re gw ‘estate. The plant is owned by one of the world’s yiost chemical companies and is critical to the com- EE iay’s production targets. The plants required by law oe ee liform residents of the extent to which they will be Walictod If thete were a release of chemicals from the hint or, in a worst case, the plant exploded. A major lena of chemicals or 2 major explosion is unlikely, il Llking to the community about either of them is, hl to spark serious concems. A community meeting fs ljanised, AIninlly ving near the chemical manufacturing plant Ws cuiicemed about safety at the plant and worried | Nit leaking chemicals are responsible for their son's. thio, They cannot afford to move house. The family nd thelr neighbours have jist been invited to a meet- fiat the plant, Chapter 18 Issues naernewt Who has real power? Ifa strategie goal sto move air organisation from belng part of the problem to being part of the solution, think about the roles and ‘fesponsibilities related to issues management: which one of the following change agents has the real power to make something happen: Ma government that writes policy? Man activist group that organises campaigns? an industry that supplies goods and services? Feedback If the WHO wants us all to eat healthier food, will the solution be’ provided by the food Industry or, Say, a country’s chief medical officer? The answer demarids an honest appraisal of what is practical and who is best placed to deliver it. The case study exercise outlined after Step 7 of this framework exemplifies this approach in action (see Mini case study 18,2). What ¢an be changed and what cannot be changed? In this case, the law is here to stay (it was a response toa real incident in the USA and has now been adopted elsewhere), the plant is here to stay, the family is here to stay, the asthma is probably here to stay and the meet- ling needs to happen. Everything else is open for debate, That is the reality the issues manager has to deal with. Feedback Thisis based on a real case study. The company adopted a reassurance strategy, focusing on demonstrating its ability, via state-of-the-art technology and a battery of warning devices and cameras inside the perimeter fences, to ensure that nothing it manufactured could leave the confines of the plant, The plant manager explained the emergency shutdown procedure, the direct links to the fire service and medical teams and the government regulatofy pfocess that controlled the company’s day- to-day operations. The issue was not whether the chemicals being manu- factured were hazardous (the plant manager recognised ‘that they were), but whether the risk of escape was fully recognised and managed. Whatever the cause of the asthma, it was unlikely to be connected to the plant. Regular on-site community meetings are now a key fea- ture of the plant's communications programme. a7378 Part3. PUBLIC RELATIONS SPECIALISMS Build case Create your own circle of influence by Informing anid educating natural supporters and by identifying and gaining the Suppor of potential sipporters, The Focal point is the proposition, not the issue, The itt mportant because the way an issue is defined tends to generate interest, the way a proposition is con- structed tends to generate action. ‘That was certainly the with obesity. A simplified view of how the debate might have evolved in one particular aspect ~ the need for igreater physical activity ~ is used here to illustrate the pro- ence cess for activating an issues yanagement progra! As you will have seen from framework, the external environment was quite chit ff 2003 that obesity was a major issue about whicl aif; thing had to be done, But what exactly? What iden ot pl position could engage the public interest, create cnn agenda involving a broad range of stakeholders asd yeti ate support fora lon; ultifaceted p nw tal could address this issue? ‘The players listed in Step 2 of the fravinework a1 4 amples of people who clearly s Merest inv avaliy aspect of the obesity issue, the move towards hewthish cating habits, but why would they need to go beyond thf natural coalitions to make something happen? Why, hf instance, would a doctor specialising in diabetes yom talk to a farmer about the quality of his livestock? In essence, it is all about making people awar role in being part of the solution to an identified « and burgeoning problem. In this nplified! alive : 1 iidobondent tess insite + Govenmenttesdrsip nations Note: This is the core stakeholder group. | Athough independent fitness instructors are forrofit, they are more likely to be | seen to be pravicing an advisory service that reflects a notforproft styl. tis |. théretore reasonable to view this core 79uP a5 & combination of members of, {Ue notforproft and government ‘coalitions that will have a natural affinity with therhinded players hailed © Local community ‘Notes This proposition does not, at fist. ‘lance, nave any connection to thelr aims, Neutrat # Schools + Diabetes experts + Health ministry ‘ * Doctors in general practice ‘Note: All have a considerable interest in {he issue, but this proposition does not, at first glance, reflect their malin focus * Private fitness centres _ |. Note: This proposition, at first glance, ‘old represent a threat to thelr business: by targoting parents who are current or Figure 18.2 Probable current positions (source: Paul Gillions)Positive “+ Independent fitness instructors + Government leadership + Nutitionists + Schools, + Doctors in general practice Sue Uninterostod signals @ change In behaviour : In this case, @ temporary drop In busi be more positive about the longte to rush to judgement. Itis worth strée volce would not be able to compete. players listed here a It also often makes sense to create fy Usinterested zone if possible. In this attracted by evidence that a neighboly for educational excellence with this 1 ‘supporter of the campaign : Note: Players in the uninterested and neutral zanes always have the potential to become negative, and issues managers must remaln vant for actly that eae sits pronotion, bua posi Ye mh a acho! wel el thm fo ‘bene! Chapter 18 Issues management — 379 Noutrat *» Diabetes experts “+ Health ministry + Private fines centres ‘Note: This combines members of the notfor profit, the government and the for profit coalitions and creates the potential fora future relationship and Improved mutual understanding, € would make private fitness centres ft; they would be unlikely, therefore, ing that, in any case, a lone negative Hye combined power of the positive {cause with players from the a toca community leader might be ‘scho@! would enhance its reputation jan and could become an active {Iyure 18.3. Desired best-case positions (source: Paul Gillions) Mut obesity is a marker for diabetes; obesity can be man {jedi people follow a healthier dict; people find it easier Iw follow a healthier diet if they know what ¢@ look for and {tis widely avaitable; and if people like meat, it is health fer tor thern to choose lean meat or white meat; fa doctor ives dictary advice itis likely tobe accepted (see reference {is st in Step 3) if there is an increased demand for lean heat or white meat, the farmer will want to be able to Iyponds and if the response resonates with other aspects fal un existing problem that 2 large section of the popala~ tion aces needs to be resolved, it will be better under- ‘und and received. Thatis why the diabetes expert and the farmer need to talle about what they might do together to inuke people generally better informed and to create the dunditions under which they ean make the choice that is fight for them, You should apply the same thinking as you consider the example on pl 1p. 382 (sce also Figures 182-184 and Once you have reviewed this exercise, yo back to the ronmental debate and apply some of the core p positions to this process and the templates (Vable 18.2 and ical activity in Box 18.6 on fe 18.2) Set milestones. bout what you’ are trig tO achieve, establish’ a measurable objective and sbout the time and the resources it Is SiaMiKely to tale) 255380 Farts PUNE RTIANON SPECIALISMS. materal do What do we happen fe 4 ‘What do we want to tell them? What supporting 2 messengers? | Wien and where wht | contact bo made? we need? ly expect to sult? be hows that chiidren are better students ‘when they ae ft and active. 2 2 Good nutition is as much about lifestyle as about diet 3 Ther is nothing to fear rom an initiative that raises overall awareness ofthe need to got ft ‘ease. esearch to pr search 3 Relevant cage’ studies from other businesses facing similar situations AH Govertnent aderhip 2 hutrtorists 3 Independent fitness instructors . ‘A Education conferences ae 2 Healthcare conferences/symposia, website 3 Fatetoface meetings “1 Schools ply leading role n children’s heath agenda ‘af plan curculun changes. S Eeneral practice begin efforts to improve aworeness of holistic approach 3 Joint initiatives between local private fines centres {and schools to promote/fund Idea Figure 18.4 (ssues management plan (source: Paul Gillions) res 18.2-18.4). You will nced to start by searching for to pinpoint and measure a seti specific subjects that areofinterestto you and that you can rather than a single far-off sult tha ight easily research: the and whale h ing rainforests, people expect. It is a voraci is endless, ranging from wind farms over ti ing to maintaining fish stocks and protect- Progression in the issues bu: einient usually demands more cesources than ne as the issue evolves, ness is oft ivating than perfection: if the target 8 If, a8 suggested in of defin ng montenty raved to cli ler the Kyo Protacol is to reduce emissions by, say, 20% over the next us user of time and people 10 years, you will need to der oristrate Commitment by over a long period. For this reason, issues managers need publishing annual fig the discussion | |Jabiw 18.2 Core iol in Step 4 oF this Famework, you want eventually 0 ‘Thislevel of communication is di “faplhice the use of animals in medical research, you will the need to ati Iwo 10 show examples every year of how you a alternatives. And if you promise to cut the cast of oby tive the next decade, you will need to show it decreas Public advocacy and ‘case making’ is.not the same. Answer thal and you are well on th Chapter 38 aes age We need to take action to make sure that all schools, both state funded and private, provide the ‘means for children and their parents to have at least 60 minutes" physical exercise during the school day. Iris essential that children develop habits that avoid weight-related diseases later in tife 5 Fe oe aa ‘Schools High standards of education Doctors in general practice Improved patient health Diabetes experts vase reduction Government leadership Healthier citizens Health m Disease prevention Nutritionists Healthier eating/tifestyles Private Mitness centres Increasing membership Independent fitness instructors Design of tailored fitness programmes Local community Safe, friendly aun Independent Schools Local community fitness insteuctors centres Goverment leadership | Diabetes experts Nutritionists Health ministry Doctors in generat practice | Med not som int as by the n s demonstrably attain able. The former is about communicating an intentio the latter tion, which, issues management term reassure poaple thatthe end point about comm icating an is the only thing that really matters. So, iF it makes sense that the world is run by the peo: sense 10 ask ssue gets into Ure : ‘ ple who (um up, it probably also 1 Su. the following question every time an Foeteat public domain: ‘What would the reasonable person expect situation? responsible company or institution to do in th way to recognisis legal argument. Logic, not law, counts. + the context and power that shapes destinies. (See Activity 18.5.)382 Phetiy 18.83 era! Part 3 PUBLIC RELATIONS SPECIALISMS A final task Go back to Step 4 of this framework and ask the ques tions about animal rights in a different way. Does it make sense to apply human rights to animals? Does it make sense to swim in shark-infested waters? Does it make sense to stop using animals for medical research ‘until we are sure alternative methods are acceptable? Does it make sense to destroy the natural habitats of endangered species? Does it make sense to take animals out of their natural habitats and put them on Bidets proce: Peau Maat TANS ALY ree The following 10-point checklist summarises: the issues planning process and allows you to complete the boxes in Figures 18.2 and 18.3 on the previous pages. The figures are only part-completed here and are not based on an actual plan; they are for illustrative purposes only. 1 Decide your Core proposition (see Table 18.2). 2 List potential key players in the debate aiid decide whether their Instant top-of-mind response. to the proposition as you intérpret it 1s likely to be positive, negative, neutral or uninterested. In te Sponse to the’ proposition’ as you interpret’ it. Complete a'one-page map of positions (Table 18.2 and Figure 18.2). 3 Prepare a communications’ plan ‘that has four objectives designed to achieve the desired best- ‘case positions (Figure 18.3): a to éreate common cause with positive players to build bridges to.neutral players . to prepare a response for negative players show? Does it make sense to release @ captive-bind animal into the wild where it might not know how (9, deal with natural predators? Does it make sense 10: keep animals in cages so small that they can lirdly 3: move? 4 Feedback i Ifyou can make it make sense, you can probably Hit 4 to argue the case. If you find a flaw, be prepared ty." acknowledge it and consider your options. It may not make sense to continue, wm to stay vigilant for shifts in the opinions of + uninterested players. : 4 Decide what messages will drive the objectives |: (Figure 18.4). 4 5, Decide what. evidence you need to support the, messages (Figure 18.4). 6 Decide who is likely'to be the most effective me senger (Figure 18.4): g MM The.core stakeholder group, ie, those why) have a stake in the specific proposition, nol ~} the general issue, will emerge from among the: positive players, and is best placed to take on! the role of thought leadership via, say, articles “in the media or public speaking engagements, IE Specialist experts from the core group are typically regarded as key opinion formers and have a natural affinity with other experts wha they might want.to recruit. 3 1 opinion, former who can argue both, lor ‘and emotlon is an Ideal spokesperson for han- dling adversari i Decide the most, effective communications plat. form (Figure 18.4): conferences, public meetings, website, media, advertisements, leaflets, etc. 8. Establish a ‘desired and measurable outcome (Figure 18.4). edd ‘9. Commit to action'(See Step 9 of the management framewor. 0 cscs ri 4 10 Be prepared to, ‘and fine-tune ‘your plan fat any stage (ee Step 10 of.the management framework). LSS£21 chapter has contextualised the specialist area of ey fi sues management in public relations by discussing Se. ells theoretical underpinning as well as practical appli “§¥catlons. Discussion has revolved around defining and 7 yAplalning the tipping point with a six-point model of "Ihe evolutionary sequence of issues in public policy. Bibliography Sliwon, S.A, and RL. Heath (2005). “Issues management, sys teat, and rhetoric: exploring the distinction betwen eth lea an! egal guidelines at Eneon’, fouraal af Public Afains 32): 84-98. 2 anon, Re (1962). Silent Spring. New York: Houghton Minin management conference ~ a spe ‘isl eepor’, Corporate Publis Issues an Their Management December: 1-2. Wiehoon, 14, R, Shalten and R, Borland (1997), ‘Reaction to Ile 1995-96 SunSmart Campaign: Results from a rep. Hocitative houselold survey of Viworians’. SinSmeat Hvluation Studies No. 5: The Anti-Cancer Counil’s Skin Canece Control Program 1934-35 and 1995-96 and related vescorch and evaluation, Caehton South, Vietoria, Australi Anti-Cancer Council af Victoria Uaunt, Pad J, Ollenburger (1995). “is revisited: A toot that dese loons Review 2163}: 199-210. ves another look’. Public Ree (ilnaell, M, 2000), The Tipping Points Haw dele things ea make a big difference. London: Little, Brown & Company. Graig, LE, and, Hunt (1984). Managing Public Relations PL: Harcoust Brace Jovanovich, «BC, Repper (1992). ‘Strategic management, issues’ in Excellence in Public Relations and Communication Management. LE. Gronig, Hillsdale, Nh Law igement: Theor ions’ in Public Hooth, RAL. (1990), ‘Corporate issues: mia clical underpinnings and research four Relations Research Annual, Volume 2. LA. Grunig and J.E. Granig (eds). Hillsdale, Nfs Lawrence Erlbaum Associates. Chapter 18 Issues ent 383 ‘A framework has also been described that is a 10-step action planning framework for managing issues, spilt into two sections: ‘Thinking and planning’ and ‘Action’. Within the framework, techniques have also been iden: lified to support understanding of issues management processes, including who we trust in public debates, the ‘reasonable person test’, as well as identifying the tipping point within the framework, Heath, RL, (1997). Strategie fssnes Mawagernent, ‘Thousand Oaks, CA: Sag Meath, RL. and M.J. Palenchar (2008), Strategie Issues Management: Organizations and public policy seulleniges, 2nd edition, Thousand Oaks, CA: Sage, Pratl, CB. (2001), ‘Issues management: ‘The paradox of the d0-Year U.S. tobacco wats’ in Handbook of Public Relations, Rul, Heath (ed). Thousand Oaks, CA, and New Delhi Rogester, Mand J. Laskin (1997), “sie ment: Fail-safe procedures’ in Buble Relations: Principles and practice. P.). Kitchen (ed.). London: [niernational Thomson. jer, Mo and J. Larkin (2005), Risk Iseres and Crisis gan te af Public Sinclair, C., R. Borland, M. Davidson and S. Noy (1994) From “Slip! Slop! Slapf” te “SunSniact” ~ a profile of 3 health educa Gamece News 183): 183-182. Slovie, P. (2000). 1 Perception of Risk. Landon: arthsean, raverse-Healy, T, (1995). ‘Public rekations in action’ in The Practice of Public Relatious. 8. Black (cd.), Oxford Butterworth-Heinemann, White, J. and L. Mazur (1995). Strategie Connnunications Management: Makiug public relations work, Wokingham: Addison-Wesley Wilcox, DL. PAH. Ault and W.K. Ags ions: Strategies anal tacties, 5h edi (1998), Public Rel a, Harlow: Longs Wilcox, D.L. and GT, Cameron (2005). Public Relations: Strategies and tactics, 8th edition. Haelowe Allyn and Bacon.384 Part3. PUTIN RI LATIONS SHECIALISMS, Ipsos MORI: www.ipsos-mori.com McDonald's: www.medonatds.com ‘Mcinformation Network: www-mespotlight.org Slow Food international: www.slowfood.com World Economic Forum: www.weforum.org World Health Organization: www.who.int/en/