ISSUES MANAGEMENT

GAINING LEGITIMACY AND

CREDIBILITY TO AVOID CRISIS
FISIP Universitas Indonesia
Departemen Ilmu Komunikasi
Manajemen Kehumasan
October 5th 2015
DR. Nina Handoko-Widodo, M.A., M.Sc.

What is Issue Management?

Issue or Problem ?

ISSUE vs PROBLEM
Issue: an important topic that is viewed
differently by different people

Problem: a matter of situation regarded as

unwelcome, harmful or wrong and must be

overcome

Any interesting issues lately?

ISSUE vs PROBLEM
What are the potential problems that can
happen in your workplace?

Any possibility that those problems can

escalate to issues for certain stakeholders?

Remember that different stakeholder can view

the same issue differently!

Issues in Organizations
Issues are controversial inconsistencies

caused by gaps between the expectations

of organizations and those of their publics.

While different stakeholders may be

concerned about the same issue, their

perspectives on that particular issue are
NOT necessarily the same.

Issues in Organizations
The role of the issues management process
is to determine the existence and likely
impacts of these different viewpoints
(contestable differences) on specific issues
for the organization.

Gaps in Expectations

What is Issue Management?

Issue management is a strategic business-

planning tool that helps organizations gain

legitimacy and credibility in their
arguments on unsettled matters.

It is a formal process that seeks to

harmonize organizations and stakeholders

interests by reducing the gap between
performance and expectation; and thus
reducing negative outcomes for
organizations.

What is Issue Management?

Issue management done right can help to
shape public debate and public policy
formation

Advocacy is a common approach in issue

management it involves campaigning
and lobbying stakeholders in order to
change attitudes and beliefs towards an
issue.

What is Issue Management?

Solving your oganizations problem does
not rest on your shoulders

Making sure that your organizations

problems will NOT become issues for the

public is your job!

Issue: Shame on Disney

Issue: Boycott McDonald

Issue: Boycott Honda

Issue: Sawit bukan Hutan

Issue: Killer Kitkat

Origins of Issue Management

The phrase is coined by Howard Chase in 1976.
In the early 60s in his role as a corporate PR

officer, CEOs often counseled him to respond

to the increasing influence that outside forces
exerted to corporations

Often the request for advice came too late!

It came only after the damaging lead article,

after the consumer boycott was organized
and after the protesters were at the front gate!

Chases Issue Management Model

1. Issue identification
2. Issue analysis
3. Issue change strategy option
(issues evaluation)

4. Issue action program

(implementation / action)

5. Evaluation of results
(monitor & review)

Chases Issue Management Model

1. Issue Identification
1. Consider the trends in the social, political

and economic realms of your stakeholders

2. Technological realm is a must!

3. Compare those trends to your basic
corporate goals or business plan

4. Identify all primary issues that come up

Issues on FB?

Issues on FB?

2. Issue Analysis
1. Draw on past experiences with that
particular issue

2. Do qualitative and quantitative research

about those primary issues that have been

identified:

How people feel about the issue,

What actions have been taken,
How the company is geared for dealing with it,
How the issue can impact your organization

3. Issue Evaluation
1. Now that you have determined the issues,
carefully determined stance of your
company for each of those issues

2. It may be desirable to let other companies /

organizations take the lead (reactive mode)

3. You can also go with the flow and adapt

when necessary

4. Or you can assume a dynamic and proactive

stance on a particular issue

4. Issue Action Program

1. Dont be preoccupied with jumping to action

without properly addressing the front end of an

issue

2. Know your objectives before action

3. The components of any action programs include
setting goals or objectives, followed with
strategies and tactics

4. All part of your organizations should be tapped

and synchronized to achieve the objectives.

5. Monitor & Review

1. Issues management
process is a
dynamic field

1. The cycle begins

again, with new

players, new trends,
new results, new
attitudes and so on.

Issue Management is Dynamic

Howard Chases model of Issues Management

Proactive Stance

Proactive Stance: Fit of Kid

Fit for Kid: Key Objective

DaimlerChryslers Fit for a Kid service was created to
save childrens lives and to raise awareness of the risk
kids face in improperly buckled in child seats. It
expands awareness of personal responsibility and
focuses in an area of particular vulnerability to society
and the company. It is a perfect blend of corporate and
public interest, which is the ultimate goal of good issue
management. And it is not just good PR...young lives
are being saved

Source: The W. Howard Chase Award - 2001

F for K: direct contribution to

companys profit
DaimlerChrysler takes safety seriously DaimlerChrysler was the first to the market with air
bags and integrated child safety seats. We have taken
leadership in comprehensive education campaigns to
help assure kids are buckled up in the back seat and
have spent millions on other innovative safety
programs. In the first year alone, we have invested $8
million into developing and promoting Fit for a Kid.
Because the service is free, there is no direct profit
from the endeavor.
Source: The W. Howard Chase Award - 2001

F for K: direct contribution to

companys profit
However, we believe that Fit for a Kid delivers the
personalized service our customers want and deserve,
and that will ultimately increase our profitability. We
hope that people recognize this initiative as part of our
safety leadership. Indeed, 52 percent of the vehicles
serviced in the program, at Chrysler dealerships, are
non Chrysler products.

Source: The W. Howard Chase Award - 2001

Fit for Kid: Results

Before Fit for a Kid was launched, there were
approximately 2,000 certified inspectors in the country
and there was no permanent place a parent or
caregiver could turn to for help properly buckling in
their children. In just seven months, Fit for a Kid added
more than 1,300 new inspectors at permanent
locations across the country where parents can turn at
their convenience. We have raised -- and will continue
to raise awareness of kids at risk in incorrectly
installed safety seats.

Source: The W. Howard Chase Award - 2001

Fit for Kid: Results

Fit for Kid: Results

In October of 2000, Fit for a Kid was expanded to
reach low income and minority families who are often
missed because of cultural barriers, economic factors,
etc. We are partnered with urban hospitals in four major
markets to distribute child safety seats to new mothers.
This was an effort to reach mothers at the beginning
stage of a child's life to ensure the child was safe, so
that proper safety behaviors are practiced from day one
of a child's life.

Source: The W. Howard Chase Award - 2001

Fit for Kid: Results

Fit for a Kid has also significantly raise
awareness...internally or externally. It has been the
most recognized auto safety program in the nation, a
source or reputational equity for the company and a
source of pride to employees. For all the talk and all the
money, the program has documented six lives it may
have saved. That is the most important result.

Source: The W. Howard Chase Award - 2001

Fit for Kid - DaimlerChrysler

CorComm as Boundary Spanners

CorComm as Boundary Spanners

1. Boundary spanning is to seek out relevant

information on the horizon of your companys

business and disseminate it

2. Need to understand and appreciate all sides

of relationship between your company and
all its public

CorComm as Dominant Coalition

Basic Lifecycle of an Issue

From Issue to Crisis?

From Issue to Crisis?

From Issue to Crisis?

From Issue to Crisis?

From Issue to Crisis?

Jacques Issues and Crisis Management Relational Model (2010)