1.Introduction 2.Issues and crisis development 3.Defining Issue & crisis management 4. A significant link between issue, crisis & risk management 4. 8 Steps of communicating during crisis 5. Conclusion

Issues & Crisis Development Crucial function in protecting & improving reputation Any organisation may face crisis or risk that may jeopardise the whole system of orga Crisis management plan needs to be developed to minimise the impact Tylenol crisis is one of examples

Defining Issue & Crisis management Issues management is the proactive process of anticipating, identifying, evaluating, and responding to public policy issues that affect organisations’ relationships with publics (Cutlip et al, 2000: 17).

Defining Issue & Crisis management Issues management is the management process whose goal is to help preserve markets, reduce risk, create opportunities and manage image as an organisational asset for the benefit of both an organisation and its primary stakeholders. This is accomplished by: anticipating, researching and prioritising issues: assessing the impact of issues on the organisation: recommending policies and strategies to minimise risk and seize opportunities, participating and implementing strategy, evaluating program impact (Cutlip et al, 2000: 18).

Defining Issue & Crisis management Issue management is the executive function that deals with problem solving, organisational policy, long- range planning, and management strategy as well as communication strategy both internally and externally (Bowen, 2002).

Defining Issue & Crisis management Lerbinger (1997 in Ihlen, 2002: 186) defined a crisis is ‘an event that brings, or has the potential for bringing, an organisation into disrepute, which could imperil an organisation’s future profitability, growth, and possibly, its survival’ For instance, relaunching the Mercedes A-Class may restore the company’s reputation, although the company spent $167 million to conduct a series of crisis management programme

A Significance Link between Issue, Crisis and Risk Management Please refer to Figure 6: Risk., Issue & Crisis Management (page 94) An organisation deals with critical pressures from insiders and outsiders within internal and external environments. Low standards of operation planning, low quality of products and services, technological imperfection, and inadequate and unqualified workforce are identified as critical pressures from an industry’s insider

A Significance Link between Issue, Crisis and Risk Management In contrast, customer complaints and anger, media enquires, community chaos such public protest and demonstration, and critiques from non-government organisation are problematic factors from an industry’s outsider that need to be tackled in a strategic way

A Significance Link between Issue, Crisis and Risk Management Risk management may benefit organisations from gaining ‘a better approximation of the real outcome of the project’ rather than depending on the linear operational planning. Risk managers must identify new and existing risks as well as their impacts to their organisation

A Significance Link between Issue, Crisis and Risk Management Media relations which requires a structured communication plan has been used as a communication tool to restore the reputation of organisations. An effective media relations may reach more public in the light of issues affected the organisation. On the other hand, a structured approach to risk management which operates within the internal organisation may prevent the issue occurred.

Communicating during crisis 1. All the planning that an organisation can muster will only partially prepare it for an actual crisis. 2. Every crisis is different, which means managers must adapt these suggestions to meet their needs.

8 Steps – Crisis management Plan Step 1 – Get control of the situation Step 2 – Gather as much information as possible Step 3 – Set up a centralised crisis management centre Step 4 – Communicate early and often

8 Steps – Crisis management Plan 1. Step 5 – Understand the media’s mission in a crisis 2. Step 6 – Communicate directly with affected constituents 3. Step 7 – Remember that business must continue 4. Step 8 – Make plan to avoid another crisis immediately

SCL-Case Based Activity Read thoroughly case study on “Tylenol Crisis”. Discuss the key communication strategies that were executed in handling the crisis. Describe the key roles of Johnson & Johnson’s communication department in planning and implementing the strategic action on the crisis to save the firm.