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Master of Arts in Communication : Corporate Communication Studies
elearning.lspr.edu
Course : Strategic Issues Management (1503SIM06)
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Session Topic : Issue Planning and Strategy
Course: Strategic Issues Management
By Rudi Sukandar, Ph.D
LSPR eLearning Program
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• Part 1 Issue Planning & Strategy
• Part 2 Biggest Barriers • Part 3 Key Elements
Content
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Part1: Issue Planning & Strategy
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Issue: Planning & Strategy
Developing issue planning and strategy
At the...,
1. Organisational level
• Social contract framework
• Planning and decisions
• Barriers to effective issue management
• Issue realities
2. Individual issue level
• Evolution of a public issue
• Key IM decisions
• Key elements of an IM plan
The content of this lecture complements the information
in:
Harrison, K. (2011) Strategic Public Relations, chapter
21. South Yarra: Palgrave Macmillan.
Kim Harrison
President of PRIA
Western Australia
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Organisational Level: Social Contract Framework
Explicit basis
Implicit basis
Influence
Influence
Meznar & Nigh (1993)
Government
Business Society
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Issue: Skilled Balance
Issue management requires the skilled balance of
4 functions
1. Strategic business planning
...with a close eye on public policy (government)
trends
2. Scanning, monitoring and analysing issues
...to understand the operating environment
3. Communicating
...to create a good offense and a tough defence
4. Being sensitive to changing standards of corporate
responsibility
• ...and adapting to those standards
• Heath & Palenchar (2009 : 92)
Robert L. Heath
• Emeritus Professor of
Communication, Houston
Univ.
• Published many award-
winning books
Michael J. Palenchar, Ph.D.
Mass Communication, Univ.
of Florida (2005)
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Planning Actions: Best Practice
1. Support corporate and unit missions and goals.
2. Integrate issue management into,
• business planning and
• management.
3. Select and structure issues personnel matrix.
4. Budget for issue management.
5. Apply learning from monitoring to refine code of corporate responsibility.
6. Incorporate public policy [govt relations] issues into corporate planning.
7. Formulate public policy stances and implement public policy plan.
8. Incorporate corporate responsibility principles into organisational and business
unit reviews.
9. Reassess organisational stance,
• on public policy and strategic issues and
• its fit with internal and external policy issue positions as well as stakeholder/stake
seeker interests
(Heath & Palenchar, 2009, p. 40)
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Issue: Managers
Issue managers,
• must also look inward within...
• ...the organisation to understand:
1. Organisational and political
structures
2. The organisational culture
3. Strategies in place for analysing
public policy in relation to issues
(Heath & Palenchar, 2009, p. 97)
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Issue: Realities at Organisational Level
No. How it sometimes is How it should be
1.
Focus mainly on,
• updating issue briefs,
• positioning statements,
• contact lists
Focus is on specific issue strategies
• to deliver planned,
• positive outcomes
2. Reactive mode – getting prepared
in case the news media phone
Proactive mode – willing and able
to act
3. Business units assign issue
responsibility to the PA dept
Business units take ownership with
PA
4. Focus is on getting the process right Focus is on making a difference
5.
Management regard issue
management as low priority
activity
Issue management is an integral
part of business planning
Source: Issue Outcomes Pty Ltd
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Part2: Biggest Barriers
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Biggest Barriers: Issue Management
Biggest barriers to effective IM 1. Lack of clear, • goals and • Objectives
2. Unwillingness or inability to
take action (Jaques, 2000)
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Issue: Evolution of an Individual Public Issue
Source: Mahon (2005)
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Issue: When Should the Firm Enter the Issue Life Cycle? Public
conce
rns
John F. Mahon
Chair of Int‟l Business Policy & Strategy,
Professor of Mgt, Univ.of Maine (2001–
Present)
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Issue: Key Issue Management Decisions
Source: Jaques (2000)
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Issue: Leading to a Decision
Source: Jaques (2000)
‘Strategy-decision is the pivotal
stage’
„pivotal‟ means
• key,
• essential,
• crucial
(Johnson, 1983, cited in Heath &
Palenchar, 2009, p. 95)
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Issue: Killer Phrases Preventing A Decision
Source: Jaques (2000)
Let’s not make it
an issue
The less we say the
sooner it will go away
Let’s not draw
attention to
ourselves
Can’t someone else
stick their neck out?
It’s not our problem
Let’s get out
of the
spotlight
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Part3: Key Elements
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Key Elements: Issue Plan
1. Definition of issue
2. Key goal
3. Results objectives
4. Actions
These are important to all communication plans, but
especially to issue management
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Key Elements: Issue Plan (cont.)
Defined issue
Key goal
Results objectives Results objectives Results objectives
Actions
Actions
Actions
Actions
Actions
Actions
Actions
Actions
Actions
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Key Elements: Example
Proposed mining
regulations threaten our
operations
Achieve modifications to
proposed waste
disposal regulations
Regulators better
understand impact
of mine closure
Env. impact of current
ops is independently
assessed and audited
Community leaders are
involved in reviewing
benefits, needs, options
Actions
Actions
Actions
Actions
Actions
Actions
Actions
Actions
Actions
Defined issue
Key goal
Result
objectives
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Key Elements: Definition
1. What really is the issue?
2. Is it really going to impact on us?
3. In what way, and what is the worst case scenario?
4. Do all our main participants agree what the objective is?
5. Can we make a difference?
6. Are we willing to put our name on this issue?
Defining the issue in a sentence is,
• essential to capture the essence of a problem,
• but this step is often overlooked.
The issue,
• must be defined in terms of the impact on the organisation.
• This focuses attention on the real problem at the core of the issue.
Sample defined issue for electricity producer: “False allegations about our
company polluting the atmosphere are endangering our business.”
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Key Elements: Goal Setting
1. What is the key goal?
2. Does it clearly support the organisation‟s business goals?
3. Is it attainable /realistic?
4. Will achieving the goal achieve a satisfactory outcome of the
issue?
It is vital,
• to achieve one agreed key goal that can be...
• ...implemented through various action steps.
Sample key goal for the same issue:
“Activate resources to disprove these allegations.”
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Key Elements: Result Objectives
1. What must happen to deliver the results we want?
2. What do we plan to make happen?
3. Will achieving these intended results achieve the issue goal?
Ensure results objectives deal,
• with intended results (“What we plan to make happen”),
• ...rather than desired results (“What we would like to see happen”).
Sample SMART result objectives for the same issue:
1. To fund scientific studies that report on the actual levels of atmospheric
pollution by 15 September.
2. To report the outcomes of consultation on the issue with nominated community
and health groups by 30 August.
3. To convince the regional government not to enact tighter regulations that
unnecessarily affect emissions from our power stations, as confirmed in writing
by the Environmental Protection Authority by 31 December.
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Key Elements: Actions
1. What actions (process objectives) must be completed to achieve
each result objective?
2. Is the organisation willing and able to commit to the actions?
3. Who will execute each action, and when?
4. Will completing these actions deliver each intended outcome?
Each result objective should have an action plan comprising
process objectives that detail:
1. The intended action
2. Who will drive it
3. When – start and end date.
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References
1. Heath, R., & Palenchar, M. (2009). Strategic Issues Management:
organizations and public policy challenges (2nd ed.). Thousand Oaks,
California: SAGE Publications.
2. Jaques, T. (2000). Don’t Just Stand There: the Do-it Plan for Effective Issue
Management. Melbourne: Issue Outcomes.
3. Johnson, J. (1983). Issues management: what are the issues? An introduction
to issues management. Business Quarterly, 48(3), pp. 22-31.
4. Mahon, J. (2005). Issues management: moving into the 21st century.
Workshop presentation.
5. Meznar, M., & Nigh, D. (1993). Managing corporate legitimacy: public
affairs activities, strategies and effectiveness. Business and Society, 32(1),
pp. 30-40.
6. Regester, M., & Larkin, J. (2008). Risk Issues and Crisis Management in
Public Relations (4th ed.) London: Kogan Page.
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Course : Strategic Issues Management (1503SIM06)