Transcript Chapter 9

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