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Introduction to Chapter Five. This chapter focuses on issue and crisis management and the planning processes required to improve stakeholder management and to respond to stakeholder expectations. Issues Management. Conventional Approach

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introduction to chapter five
Introduction to Chapter Five

This chapter focuses on issue and crisis management and the planning processes required to improve stakeholder management and to respond to stakeholder expectations.

issues management
Issues Management
  • Conventional Approach
  • Issues fall within the domain of public policy or public affairs management.
  • Issues typically have a public policy/public affairs orientation or flavor.
  • An issue is any trend, event, controversy, or public develop-ment that might affect the corporation.
  • Issues originate in social/political/ regulatory/judicial environments.
  • Strategic Management Approach
  • Issues management is typically the responsibility of senior line management or strategic management staff.
  • Issues identification is more important than it is in the conventional approach.
  • Issues management is seen as an approach to the management of external/internal challenges to company strategies, plans, and assumptions.
issues management2
Issues Management

The Changing Issues Mix

A changing mix of issues often creates a cumulate effect that managers must face

issues management3
Issues Management

Issue Definition and the Issues Management Process

An issue is a matter that is in dispute between two parties

issues management4
Issues Management

Issue Definition and the Issues Management Process

Emerging issues

  • Terms of the debate are not clearly defined
  • Parties have conflicting values and interest
  • Automatic resolution not available
  • Issue is often stated in value laden terms
  • Trade-offs are inherent
issues management5
Issues Management

Issue Definition and the Issues Management Process

Basic assumptions

  • Issues can be identified earlier, more completely, and more reliably
  • Early anticipation widens the range of options
  • Early anticipation permits study and understanding of the issues
  • Early anticipation permits a positive orientation towards the issues
  • Early anticipation allows for better identification of the stakeholders
  • Early identification provides the opportunity for the organization to supply information about the issue earlier
model of issues management process

Identification of Issues

Analysis of Issues

Prioritization of Issues

Formulation of Issue Responses

Implementation of Issue Responses

Evaluation, Monitoring, and Control of Results

Model of Issues Management Process
issues management process
Issues Management Process

Identification of Issues

  • Scan the environment
  • Identify emerging issues
issues management process2
Issues Management Process

Analysis of Issues

  • Which stakeholders are affected by the issue?
  • Who has an interest in the issue?
  • Who is in a position to exert influence?
  • Who ought to care about the issue?
  • Who started the ball rolling? (Historical view)
  • Who is now involved? (Present view)
  • Who will get involved? (Future view)
issues management process3
Issues Management Process

Ranking of Issues

  • Xerox approach
    • High priority
    • Nice to know
    • Questionable
  • Probability-Impact matrix
    • Probability of occurrence
    • Impact on company