Where issues and crisis management intersect and converge with risk and reputation is one of the most dynamic and challenging areas of management and professional communication. Moreover, the new Process Approach to issue and crisis management reveals that these disciplines are not separate activities but form part of a continuum of management responsibilities which comprise a comprehensive response to events or developments which threaten organisational reputation or success Issues and Crisis Management: Exploring Issues, Crises, Risk and Reputation introduces and explores each element, while at the same time emphasising the relationship between them all.
Dr Tony Jaques is a consultant specialising in issue and crisis management and lectures in postgraduate programmes at universities in Melbourne, Australia. Since working as Asia-Pacific Issue Manager for an American multinational, he has established an international reputation in the field, with speaking engagements and publications in leading academic journals, as well as book chapters in Australia, Britain and the United States. He is a former Director of the Issue Management Council in Leesburg, Virginia, and writes Australia's only specialist online issue and crisis management publication, Managing Outcomes (www.issueoutcomes.com.au).
1. Setting the FrameworkWhat is an issue? What is issue management? What is a crisis? What is crisis management?2. Issue Management - Development and ToolsThe emerging theoretical framework The evolving disciplineTools and processesImpact of internet and social media3. Issue Management - Identification and PrioritisationScanning and identificationPrioritisation4. Issue Management - PlanningRemaining in reactive modeLegal response syndromeAd hoc managementUnclear goalsThe value of a planning modelIntroducing an issue management modelEvaluationIssue management best practice5. Issue Management - ActivismActivism and the impact of technologyActivist strategies-prioritising effortActivist strategies-defining the issueActivist strategies-confrontation versus engagementActivist tacticsCorporate response to activist campaigns6. Crisis Management - Readiness and ResponseDevelopment of crisis managementIconic crisesWhat is a crisis?7. Crisis Management - PlanningOvercoming denialElements of the crisis planThe qualities of an effective crisis spokespersonShould the CEO go to the scene to take charge?Learning from past crisesConclusion8. Crisis Management - International Crises spanning multiple nation statesMultinational organisational crisesOrganisational crises across bordersThe nature of multinationalsRecognising potential cross-border crisesRecognising cross-border crisis impactRecognising cultural differences9. Crisis Management - DisastersTypes of disastersWhat about catastrophes?Disaster managementSocial media in disaster communication10. Risk Management - Perception, Hazard and OutrageDefining termsThe risk paradoxSocial amplification of risk frameworkRisk communication11. Risk Management - ReputationSo why is good reputation important?The reputation-reality gap Reputation, issues and crises12. Leadership and the FutureCorporate social responsibilityIntegration of systemsThe role of leadershipFuture trendsAppendix Issue Management Plan - A Fully Worked Example