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.”
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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
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 Anticipate Maintain a
emerging profit-line
issues orientation

Plan from the Identify issues Deal with

outside in selectively opportunities

Develop an
Deal from the
action
top
timetable
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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

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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

“Frequent & Forceful

“Perception is
Communication is
Reality”
Necessary

Health &
High Level of
Environmental
Emotions
Hazards

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 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.

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 MANAGING IN A

Warning signs that appear with crisis:

Loss of
Close Outside
Control
Scrutiny

Insufficient
Information
Siege
Mentality

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 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
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  Be Prepared
 Be Available
 Be Credible

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 say…

“No Comment”
Public hears that as…

“Guilty!”
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 for communicating in a crisis

Tell it All
and

Tell it Fast!
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 Communicating in a Crisis
 Speak first and often.  Don’t fight with
the media.
 Don’t speculate.
 Establish yourself
 Go off record at your
as an authority.
own risk.
 Stay calm.
 Stay with the facts.
 Be truthful and
 Be opened and
cooperative.
concerned, not defensive.
 Never lie.
 Make your point and
repeat it.
Copyright ©2001 Prentice Hall, Inc. 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