SESSION 2
TOPIC: ISSUES AND CRISIS MANAGEMENT
I/ ISSUE AND CRISIS (THE DIFFERENCE)
ISSUE CRISIS
- dont present immediate risk to the - present negative long term
org’s reputation and/ or bottom repecussions to the org’s
line. reputation and/ or bottom line.
- not all issue/ problems are crises.
- not all issue/ problems are crises. - all crises are issues/ problems.
II/ ISSUE MANAGEMENT AND CRISIS MANAGEMENT.
a. ISSUE MANAGEMENT.
- proactive, anticipatory.
- business as usual (manage/ during normal office hours)
- there’s time to assess the situation and get ahead of it.
- no death, illness or injury
- involves risking the most cost-effective plan of action
- someone at department level (rather than board level is authorized to sign off
the response)
b. CRISIS MANAGEMENT.
- reactive
- could work overtime/ outside normal business hours)
- need to make a decision on the spot
- can include dealth, illness or injury.
- fewer options avaliable to take and they decrease as time passes.
- requires the impact of an organization’s leader such as the CEO.
- will involve numerous stakeholders including customers, team workers and
suppliers.
III/ ISSUE LIFE CYCLE
IV/ MANAGEMENT
Step 1: Monitoring
- Analyze the business environment
- Consider what may impact on the company or its divisions.
Step 2: Identification
- Idetity the issue that impact on the company and are gaining underspread
support
- What is the type of issue and what is it in its lifestyle?
Step 3: Priotization
- How far-reaching will an issue impact? (be./ product sector, company,
industry?)
- Assess what is at stake - profit? Reputation? Freedom of action? How
immediate is the issue?
Step 4: Analyze
- Analyze the most important issues in some detail
- Determine their portable, impact on the company or its division as precisely as
possible
- Extablish issue support term if appreciate
- Identifying the stakeholders.
Step 5: Strategy decision
- create a strategic response and define the content of the message
- what resources are needed?
- what specific actions should be taken? by when? where/ with whom?
- develop issue management communication plan and consider timing?
Step 6: Implementation
- implement the policies and progress approved by management.
- communicate the response effectively with each target group in a credible
forms.
V/ CRISIS MANAGEMENT/ RESPONSE
- good things = notably pay attention
- badthings = all the world pay attention
1. Pre-crisis plan development - proactive phase.
- issue management: proactively indetiity “triggering events” and
potential crises.
- crisis team: identity a response team to lead during the crisis event
- up to date plan go action
2. Reactive phase.
2.3. OFFENSIVE RESPONSE STRATEGY
a. Attack the acuser: an org may decide to attack its acuser: when logi/ facts are
faculty or is the acuser is negligent/ malicious.
b. Threat: an org threaten its accuser with harm from such things as lawsuits or
exposure
2..4. DEFENSIVE RESPONSE STRATEGIES.
a. Denial: an org can deny that a problem results or that the org had any role in
the crisis.
+ Colleen Ballinger/ TrishPaytas
+ Lucy letby
b. Tustification/ Excuse
- crisis can be minized with a statement that no serious damage or injuries
resulted.
- sometimes, rge blame is shifted to the victims
- This is often done when a customer misuses a product when there is an
industrial acccident.
+ Iphone - faulty antena
+ Cole Corrigan
c. Diversionary response strategy
- Relabeling (Đổi tên):
+ sometimes, devisioning a new name for a product, service or org is used
if the old one has negative connotations.
+ Exxon Valdez oil Spill
2.6. VOCAL COMMISERATION STRATEGIES
a. Condolence (Sự thương xót)
- the org recognizes the sorrows of personal loss and inisfortune
experienced by others, but the org does not admit guilt.
+ Oxy OutL Result Brckiser
b. Apology: the org takes responsibility and asks for forgiveness.
2.6. RECTIFYING BEHAVIOR STRATEGIES (SỬA CHỮA)
a. Investigation: this is a short-term strategy to examine the facts that led to the
situation. Depending on what is found an organization can take futher action.
+ Domino’s: MC Intyre - VP of communicaton 1414, varyting the details -
if the contaminated food had best services to customers.
b. Corrective action => steps are taken to repair the damage from the crisis and
to prevent it from happening victims or restore the situation to its former state.
+ Odwalla.
3. JOURNALIST’S NEW VALUE
a. Prominence (about famous)
b. Timeliness
c. Proximity
d. Significance (affect a lot of people)
e. unusualness
f. human interest
g. conflict
i. newsness
III. CREATING NEWSWORTHY STORIES
- Newsworthy: anything that will captivate the attention of the audience
1. newjacking: jumping on the back of a story that already getting a lot of attention to
capture some of the attention for your own brand.
2. conduct original research: good research creates, news, …
3. analysize: an org always have to conduct research to get stakeholders.
4. Have a strone (controversial opinion):
5. Photo story: setting up an image and using that as a core of your story
6. create a special day/ week/ month
7. Run a competition
8. team up with sb famous (a famous brand ambassador)
9. Speak at/ attend/ sponsor an event
- events: bring like minded people together/ have huge social media reach
=> good way for you to connect with your audience
IV. BEYOND TRADITIONAL MEDIA RELATIONS: PESO MODEL
a. Paid Media: content that is paid for such as advertising Facebook sponsored
posts.
b. Owned media: content created 8 owned by the org including employee stories,
customer stories, content from expexts, reviews, webinars, videos, and
podcasts.
c. Shared Media: social media content that includes Facebooks, Instagram,
Twitter, Linkedin, Youtube and others.
d. Earned Media: tactics include: media relations, bloggers relations, influencer
relations, investor relations.
