Elearning - Lspr.edu: Master of Arts in Communication: Corporate Communication Studies

Course : Strategic Issues Management (1503SIM02)
elearning.lspr.edu
Master of Arts in Communication : Corporate Communication Studies
LSPR eLearning Program
Session Topic : Issue Frameworks

Course: Strategic Issues Management
By Rudi Sukandar, Ph.D
Content
Part 1
Frameworks
Part 2
Risk Management
Part 3
Issue Management
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- 1503SIM02-
Hal 3
Part1: Frameworks
Frameworks: Issue
Frameworks of issue management
Dealing with the external environment

Major public issues
Lifecycle of a strategic issue
Continuum of challenges concern, risk, problem,
issue, crisis
7 steps in issue management
Issue management process
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Hal 5
Frameworks: Operating
The Operating Environment

Key questions
Q:
1. What are the forces that limit firms activities?
2. Why do firms participate in public affairs and political strategy?
Should they do this?
3. How can firms deal with the limiting forces?
(Windsor, 2011, p. 408).
A:
There are no simple answers to these fundamental questions.
Every firm has its own unique operating environment.
Managers need to make many subjective decisions, especially about
issue management.
This is where professional communicators are most valuable.
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Hal 6
Frameworks: New Framework
A new framework created
1. Issues management (IM) is unique.

It is,
2. probably the only process unique to PR.
3. the only PR/PA function that was created on a specific
date: 15 April 1976.
4. This was the launch date of a new publication:
Corporate Public Issues and
Their Management.
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Hal 7
Frameworks: New Framework (lanjut)
5. The inventor of IM
as a specific
function was
Howard Chase
Vice President Public Affairs
American Can
Company
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Hal 8
Frameworks: Examples
Examples of major public issues
1.
2.
3.
4.
5.
6.
7.
8.
9.
Climate change
Traffic congestion
Population growth
Aging population
Impact of GFC
Corruption
Motor vehicle emissions
Smoking & tobacco
Terrorism
10.
11.
12.
13.
14.
15.
16.
17.
18.
Environmental degradation
Drugs
Alcohol
Food standards
Food & product safety
Obesity
International trade
Health & safety standards
Workplace issues
Such issues affect most,

organisations and
individuals
in society.
- 1503SIM02-
Hal 9
Public concerns
Frameworks: Issue Life Cycle
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Hal 10
Frameworks: 5 Stages
Issue attention cycle by stakeholders
5 stages
1. Pre-problem
2. Alarmed discovery and euphoric enthusiasm
3. Realising the cost of significant progress
4. Gradual decline of public interest
5. Post-problem stage
This is simplistic.
Each stage,
can change status unpredictably
as influencing factors change.
(Coombs & Holladay, 2010).
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Hal 11
Frameworks: Coombs & Holladay
W. Timothy Coombs Ph.D

Professor, Advertising-Public Relations
at the University of Central Florida
Sherry J. Holladay, Ph.D

Professor at the Nicholson School of
Communication at the University of
Central Florida in Orlando
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Hal 12
Frameworks: Continuum
Continuum of Challenges
Concern
risk
problem
issue
crisis
The continuum
A concern,
which is usually a concern about risk,
can become perceived as a problem
1.
2.
3.
How do you know when,

a concern becomes a problem?
a problem becomes an issue?
an issue becomes a crisis?
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Hal 13
Part2: Risk Management
Risk Management: Risk
The external environment,

can be monitored, and
concerns can be identified as potential risks.
Risk = impact x likelihood
More simply,
Risk = size of impact (usually in $ or rupiahs) x
chances of event happening.
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Hal 15
Risk Management: Risk (lanjut)
Environmental scanning enables risk management.

Risk
Defn: the chance of something happening that will
have,
an impact on corporate objectives;
often described as an event or set of circumstances
and
the consequences (both positive and negative)
that will flow on from this.
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Hal 16
Risk Management: Problems
Problems are solved. Issues need to be resolved.
To solve is to explain,
To find the answer or solution,
As when solving a crossword puzzle.
You know there is a right answer.
(We will look at Fedex example shortly)

Problem + Impact = Issue
Issues rarely have an,
immediate solution or
right answer.
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Hal 17
Risk Management: Differences
Differences between problems & issues

Problem plus impact = issue
No.
Problem
1 Technical or operational
Based on demonstrable
fact
Usually clear solutions
Results can be measured
Tends to be impersonal
Mostly resolved in private
Issue
More emotional factors
Depends heavily on opinion
Solution must be negotiated
Results harder to measure, more

complex
Committed contending parties
Often argued in public
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Hal 18
Risk Management: Problem & Issue
Q: Is this a problem or an issue?

A:
Source: http://www.youtube.com/watch?v=PKUDTPbDhnA&feature=player_embedded
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Hal 19
Risk Management: Fedex Response
Source: http://www.youtube.com/watch?v=4ESU_PcqI38&feature=player_embedded
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Hal 20
Risk Management: Remember
An emerging issue is,

a condition or event,
either internal or external to the organisation,
which, if it continues, will significantly affect,
the functioning or
performance of the organisation or
its future interests
(Regester & Larkin, 2008, p. 44).
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Hal 21
Risk Management: Regester & Larkin
Michael Regester
Founding Director at Regester Larkin
Limited (1994)
Judy Larkin
Owner Risk Principals Limited (2006)
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Hal 22
Part3: Issue Management
Issue Management: Issues & Crisis
Differences between issues and crisis

A crisis
Defn: Incident that has the potential to severely
disrupt operations and potentially destroy the
organisation.
Crises often arise from operational emergencies.
An organisational crisis requires a communication
solution.
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Hal 24
TO FIX
Issue Management: Issues & Crisis (lanjut)
No.
Issues
Crises
Surprise (although causes can
be obvious)
Awareness of issue emerging
Information usually available
Insufficient early information
Slower developing than crises
Escalating sequence of events
Future of organisation not yet at

stake
Intense pressure, requiring

immediate, fast action
Limited control
Limited control
Heightened external scrutiny
Heightened external scrutiny
Pressure building
Siege mentality
Concern about impact
Panic
Medium-long term focus
Short-term focus
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Hal 25
Issue Management: Steps
Steps in issue management

1.
Monitor
2.
3.
4.
5.
6.
7.
Identify
Analyse
Prioritise
Plan
Implement
Evaluate
(Regester & Larkin, 2008, pp. 131-132)
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Hal 26
Issue Management: Steps (lanjut)
Notice:
1. How steps 1-4 correspond to
the Research and Analysis stage
of a communication plan
2. While steps 5-7,
are exactly the same as the remaining stages
in a communication plan
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Hal 27
Issue Management: Process
Issue management process
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Hal 28
References
1. Coombs, W., & Holladay, S. (2010). PR Strategy

and Application: managing influence. Chichester,
UK: Wiley-Blackwell.
2. Regester, M., & Larkin, J. (2008). Risk Issues and
Crisis Management in Public Relations (4th ed.)
London: Kogan Page.
3. Windsor, D. (2011). Theories and theoretical

roots of public affairs. In P. Harris & C. Fleisher
(Eds.), The Handbook of Public Affairs (pp. 401417). London: SAGE Publications
- 1503SIM02-
Hal 29
Course : Strategic Issues Management (1503SIM02)
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Elearning - Lspr.edu: Master of Arts in Communication: Corporate Communication Studies

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Course : Strategic Issues Management (1503SIM02)

LSPR eLearning Program

Session Topic : Issue Frameworks

By Rudi Sukandar, Ph.D

Frameworks of issue management

Dealing with the external environment

The Operating Environment

Frameworks: New Framework

A new framework created

1. Issues management (IM) is unique.

Frameworks: New Framework (lanjut)

Examples of major public issues

Such issues affect most,

Frameworks: Issue Life Cycle

Issue attention cycle by stakeholders

Frameworks: Coombs & Holladay

W. Timothy Coombs Ph.D

Sherry J. Holladay, Ph.D

How do you know when,

Part2: Risk Management

Risk Management: Risk

The external environment,

Risk Management: Risk (lanjut)

Environmental scanning enables risk management.

Risk Management: Problems

Problems are solved. Issues need to be resolved.

(We will look at Fedex example shortly)

Risk Management: Differences

Differences between problems & issues

Results can be measured

Mostly resolved in private

Results harder to measure, more

Risk Management: Problem & Issue

Q: Is this a problem or an issue?

Risk Management: Fedex Response

Risk Management: Remember

An emerging issue is,

Risk Management: Regester & Larkin

Part3: Issue Management

Issue Management: Issues & Crisis

Differences between issues and crisis

Issue Management: Issues & Crisis (lanjut)

Awareness of issue emerging

Information usually available

Insufficient early information

Slower developing than crises

Escalating sequence of events

Future of organisation not yet at

Intense pressure, requiring

Heightened external scrutiny

Heightened external scrutiny

Concern about impact

Medium-long term focus

Issue Management: Steps

Steps in issue management

(Regester & Larkin, 2008, pp. 131-132)

Issue Management: Steps (lanjut)

Issue Management: Process

Issue management process

1. Coombs, W., & Holladay, S. (2010). PR Strategy

3. Windsor, D. (2011). Theories and theoretical

Course : Strategic Issues Management (1503SIM02)

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