Issues Management

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  • Created by: charlotte
  • Created on: 29-04-14 14:42

Issues Management

  • About planning, monitoriing, analysing and communicating
  • Close relationship with crisis management
  • Not all issues become a crisis
  • Positive issues can be turned to organiastional advantage
  • Early identification critical
    • Intensity of issue
    • Origin of issue
    • Evolution
  • Tipping Point - Gladwell
    • Moment when a debate which has been evolving enters the public domain and ultimately leads to change
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Context of Issue Development

  • Tipping point for a public policy perspective
    • Initiate - Specialist domain > slow burn
    • Interpret
    • Implicate
    • Ingites (Tipping point)
    • Influence
    • Impose (Public domain > high impact)
  • Two concerns critical explain why some issues ignite
    • Political, social, economic, and cultural context
    • Dominant power broker
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Context of Issue Development

  • Tipping point for a public policy perspective
    • Initiate - Specialist domain > slow burn
    • Interpret
    • Implicate
    • Ingites (Tipping point)
    • Influence
    • Impose (Public domain > high impact)
  • Two concerns critical explain why some issues ignite
    • Political, social, economic, and cultural context
    • Dominant power broker
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10 Step Framework - Paul Gillions

  • Thinking and planning
    • Get focused
    • List key players
    • Assess momentum
    • Check reality
    • Assess pace
  • Action
    • Clarify the part you want to play
    • Be realistic
    • Build the case
    • Commit action
    • Make it make sense
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Challenges of Issue Management

  • Monitoring many communication channels
  • Assessing the momentum of an issue - an issue may seem to reced but then come back
  • The number of organisations that have interests in specific issues can make it difficult for any one organisation to manage the issue
  • You may not want to stand out with your stance on an issue if it is unpopular yet you may wish to influence the debate
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Importance of Issues Management

  • An organisations position on an issure can affect their reputation
  • Most commercial companies do not want to be further regulated by the state
    • Can affect sales
  • Issues can gather momentum and become crises
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Involves

'Identification, monitoring and analysis of trends in key publics' opinions that can mature into public policy and regulatory or legislative constraint of the public sector'

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Functions of Issue Management

  • Robert Heath - 4 Functions
    • Anticipate and analyse issues
    • Develop organisational positions
    • Identify key publics whose support is vital to the public policy issue
    • Identify desired behaviours of key publics
  • Regester Larkin - 5 Functions
    • Identifying key issues and trends
    • Evaluating their impact and setting priorities
    • Establishing a company position
    • Designing company action and response
    • Implementing agreed plans
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Lifecycle of an Issue

Enforcement --> Emergence --> Debate --> Codification 

(See mind map for diagram)

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Understanding Issues

'An issue represents a gap between corporte practice and stakeholder expectation'

'An unsettled matter which is ready for decision'

Regester Larkin

'An emerging issue is a condition or event, either internal or external to the organisation that if it continues will have a significant effect on the functioning or performance of the organisation or on its future interests'

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Categories of Issue

  • Demographic
  • Economic
  • Environmental
  • Governmental
  • International
  • Public attitudes
  • Resources
  • Technological
  • Values
  • Lifestyles
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Examples of Issues

  • Violence and anti-social behaviour associated with alochol 
  • Price of gas and electricity
  • Animal testing
  • Global warming
  • Costs of obesity
  • Size zero models

Issues in fashion industry

  • Racism
  • Sexism
  • Mental illness
  • Size and look of models
  • Child labour
  • Environmental
  • Counterfeit
  • Celebrities who get bad press
  • Financial issues and crises
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