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Evaluation of issue management

Evaluation for possible errors in issue management

Several errors are commonly found in the handling of issue management. These
should be reviewed during an issue to ensure their possible presence is
Reactive mode

Managers are often afraid of creating an issue, and therefore dont act to
pre-empt or shape the situation.

Legal response syndrome

Where an issue develops legal considerations, managers address the

issues as if they were one-dimensional (simply legal).

Failure to create suitable management structures

Issues are addressed by ad hoc groups rather than a structured issue

management team fully representing the relevant internal parties. No-one
is really accountable.

Failure to manage

Most IM activity has been nothing more than information exchange. Formal
objectives, strategies and plans are not developed.

Success can be a negative result

Organisations are often reluctant to engage in IM because of the cost in

time and money. It can be hard to sell because if it is successful there is
often no visible result.

Evaluation of issue management processes

The Issue Management Council in the United States formulated 9 best-practice
indicators on the structure, implementation and integration.
Not all the standards would be essential in place to have top ranking.
1. Established mechanism to identify current and future issues through
environmental scanning/issue analysis
2. Formal process in place to assign and manage issues
3. Responsibility for stewardship of IM is clearly assigned and mechanisms
are in place to build organisational expertise in the discipline.
4. Ownership of each major issue is clearly assigned at an operational level
with accountability and results linked to performance reviews.
5. Progress against key issues is formally reviewed with organisational
owners on a regular basis and the status of each is monitored at the
highest management level.
6. The executive committee/board has oversight of issues management, has
mechanisms in place to report progress to directors and/or external
stakeholders, and has authority to intervene in the event of noncompliance or misalignment.
7. Formal channels to identify potential issues into broader strategic
planning, including external stakeholder management.
8. Management of current and future issues is well embedded within the
strategic planning and implementation processes of organisational
9. Issues management is recognised and organisationally positioned as a
core management function that is not confined to a single function or