Consider The Issues Pdf
Dougall’s article contains definitions, concepts, tips and insights on what research teaches us about issues management. As the paper explores selected concepts from contemporary business and communication scholars, readers are encouraged to post comments and to click on the links to the author’s original sources.Issues management is a seductive concept. For those who are talented and tenacious enough to make their careers in public relations, the idea of “managing” contentious issues–taming them, bringing them to heel and making them do our bidding–is illusory, but utterly compelling.
For those who have battled for the legitimacy of public relations as a management function, the credibility and senior management access issues management can deliver is something that communication professionals may find only in the midst of crises. A 2007 survey of CEOs revealed their expectation that communications chiefs be equipped to “see around corners” and anticipate how different audiences will react to different events, messages and channels (, 2007, p. 44).Issues management is all about facilitating communication leadership in organizations. In fact, the of senior public relations practitioners revealed that those with direct budgetary responsibility for issues management (42 percent) were more likely to report higher levels of C-suite support, effective working relationships with other departments, larger budgets, and more access to resources for research, evaluation and strategic implementation. So emphatic was the relationship between issues management and key indicators of effective practice, the authors added establishing an issues management strategy to the list of 13 for public relations.This journey begins in Module 1 with important definitions, concepts, tips and insights for those looking for an overview of discipline.
Module 2 provides a brief overview of the origins of the discipline and Module 3 explores selected concepts from contemporary scholars of business and communication strategy. Module 1–The Practice of Issues Management Issues management definedIssues management is an process that helps organizations detect and respond appropriately to emerging trends or changes in the socio-political environment. These trends or changes may then crystallize into an “issue,” which is a situation that evokes the attention and concern of influential organizational publics and stakeholders. At its best, issues management is stewardship for building, maintaining and repairing relationships with andOrganizations engage in issues management if decision-makers are actively looking for, anticipating, and responding to shifting stakeholder expectations and perceptions likely to have important consequences for the organization. Such responses may be operational and immediately visible, such as McDonald’s anticipatory move from in 1990. Other common strategic responses are direct, behind-the-scenes negotiations with lawmakers and bureaucrats, and proactive campaigns using paid and earned media to influence how issues are framed. Pro-life (e.g.
) and pro-choice organizations (e.g. ) are well-established institutions that have long contended the same issue using many similar strategies and tactics, but with opposing and openly antagonistic positions.Issues should precipitate action when a collective, informed assessment demonstrates that the organization is likely to be affected. For example, in 2007, changes to local laws made the retrofitting of car sunroofs illegal in Beijing and left a national manufacturer of sunroofs scrambling to negotiate with other local and regional governments to protect their profitable business. Introduced in advance of the 2008 Olympics, the laws were the outcome of lobbying by various stakeholders, including health and safety agencies, and car manufacturers. The emerging trend was increased attention being paid to health and safety concerns in that city–including air quality, motor vehicle safety and traffic reduction.
The sunroof manufacturer was caught in the crossfire of stakeholder interests, unable to respond effectively. The outcome was substantive and negative.In contrast, the America West Arena in Phoenix, Arizona, provided an example of effective issues management in action when it worked with disabilities advocacy groups to ensure a new arena would not merely comply with the specifications of the Americans with Disabilities Act (ADA), but rather, would meet a higher standard set collaboratively. (BSE or “mad cow disease”) had been on the issues management radar of the (NCBA) for years when, in 2003, the was identified in Washington State. By anticipating the event and mapping out a goal-driven response in advance, the NCBA was able to respond rapidly.
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Helped by the fact that only one infected animal imported from Canada had been identified, the following strategic response effectively contained consumer concerns about American beef. The response was multi-layered, including direct consultation with regulators, consumer advocacy groups and other key stakeholders, as well as intensive national and international news media outreach. Evaluation measures, such as media coverage achieved, were positive. More significantly, beef demand rose by almost 8 percent in 2004 and consumer confidence in American beef increased from 88 percent just prior to the BSE event in 2003 to 93 percent in 2005; consumer spending on beef also increased an estimated $8 billion between 2003 and 2004 (National Cattlemen’s Beef Association, 2005).So, who should practice issues management?
Argued that issues management is a natural fit for public relations and its various disciplines including public affairs, communications and government relations. Argued that public relations practitioners understand and can play important roles in increasingly complex environments, including promoting the bottom line interests of the organization and building relationships. F., Coates, V. T., Jarratt, J., & Heinz, L. Issues and management. Airy, MD: Lomond Publishing.Cheney, G., & Christensen, L.
Pdf Consider The Issues 4th Edition Download
Public relations as contested terrain. Vasquez (Eds.), (pp. Thousand Oaks, CA: Sage.Chase, W. (1982, December 1). Issue management conference–A special report. Corporate Public Issues and Their Management, 7,1-2.Dougall, E.
The problematic public opinion environment.Ewing, R. Evaluating issues management. 36(6), 14-16.Griffin, J. The empirical study of public affairs: A review and synthesis. In Harris, P. And Fleisher, C.
London, UK:Sage.Grunig, J. E., & Repper, F. Strategic management, publics, and issues.Grunig, L. How public relations/communication departments should adapt to the structure and environment of an organization and what they actually do.Heath, R.L. (2006) A rhetorical theory approach to issues management. Hazleton (Eds.),.(pp. Mahwah, NJ: Lawrence Erlbaum Associates.Heath, R.L.
Issues management: Its past, present and future., 2(2), 209-214.Jacques, T. (2005).Jacques, T. Brunswick, VIC: Issue Outcomes.Jopke, C.
Social movements during cycles of issue attention: The decline of the anti-nuclear energy movements in West Germany and the USA. British Journal of Sociology, 42(1), 43-60.Knight, G. ( 2007). In S. Roper (Eds.), (pp. New York, NY: Oxford University Press.Mahon, J.F. Corporate political strategy. Business in the Contemporary World, 2(1), 50-62.Mahon, J.F., Heugens, P.M.A.R., & Lamertz, K.
(2004)., 4(2), 170-189.Olien, C. N., Tichenor, P. J., & Donahue, G.
Media coverage and social movements.Palese, M. & Crane, T.Y. (2002)., 2(4), 284-292.Pratt, Cornelius B. (2001) Issues management: The paradox of the 40-year U.S. Tobacco wars.Public Affairs Council (2008). Accessed October 28, 2008.Regester, M.
Philadelphia, PA: Kogan Page.Scott, S. & Walsham, G. (2005)., 16(3), 308-322.University of Southern California Annenberg Strategic Public Relations Center Public Relations (2007) Generally Accepted Practices Study (GAP IV) Survey, Los Angeles, CA:USC.Vibbert, S.L. Corporate communication and the management of issues.
Paper presented at the meeting of the International Communication Association, Montreal.Annotated BibliographyAshley, W.C. & Morrison, J.L. Leesburg, VA: Issue Action Publications.A very accessible and practical issues management handbook that provides 10 “power tools,” including the issue life cycle, issues vulnerability audit, issue briefs, Delphi rating method, 10-step IM process, issue accountability model, issue analysis worksheet and scenario techniques.
This book is an easy-to-read and well-organized resource that offers a well-considered and practical set of guidelines.Arringtion, C.B. & Sawaya, R.N. Managing public affairs: Issues management in an uncertain environment., (26)4, 148-160.Almost a quarter of a century has passed since Arrington and Sawaya argued in their still-relevant article that issues management “may be an unfortunate misnomer. Certainly, no corporate staff function can manage a public issue to a corporation’s desired conclusion with any regularity” (1984, p.
For an overview of issues management, this article is succinct and relevant despite its age. The authors argue that the process of issues management functions “to organize a company’s expertise and enable it to participate effectively in the shaping and resolution of public issues that critically impinge upon its operations” (p. 148).Cheney, G., & Vibbert, S. Corporate discourse: Public relations and issues management. Roberts, & L. Porter (Eds.),.
Newbury Park, CA: Sage.For those who are interested in exploring critical rhetorical perspectives on issues management, Cheney and Vibbert provide an excellent foundation discussion in which they argue that corporate public discourse serves to blur the publicly shared distinctions between organization and environment–“us” and “them.” This discourse creates opportunities for organizations to redirect and resituate concerns about issues in ways that serve the organizations’ interests.Griffin, J. The empirical study of public affairs: A review and synthesis. In Harris, P. And Fleisher, C. London, UK: Sage.Griffin reviews and synthesizes key contributions from many diverse empirical studies on public affairs and corporate political activities over the past four decades.
This work provides a comprehensive review of public affairs literature, which also identifies where empirical research gaps in the field. The chapter presents three waves of research on corporate public affairs and corporate strategy: (1) foundational building blocks, (2) managerial challenges, and (3) blurring of boundaries. Issues management is considered in the second research wave, and includes a review of the literature on issues management strategies for public affairs and concepts such as the issues life cycle.Griffin, J.
J., Fleisher, C.S., Brenner, S. N., and Boddewyn, J.
(2001), Part 1: 1985-2000, International Journal of Public Affairs, 1(1): 9-32. ANDGriffin, J. J., Fleisher, C.S., Brenner, S.
N., and Boddewyn, J. (2001) Corporate public affairs research: Chronological reference list, Part 2: 1958-1984, International Journal of Public Affairs, 1(2): 167-186.As the title suggests, these works provide an essential foundation of resources for the scholar or practitioner of public affairs in general and, more specifically, issues management. Griffin and her co-authors assembled a resource list encompassing the literatures of corporate public affairs, political strategy, issues management, international public affairs, community relations and political involvement activities (including political action committees, lobbying, grassroots organizations, etc.) to create a wide-ranging bibliography.Heath, R. (1997).An essential resource for practitioners and scholars, Heath’s issues management text provides a rich and challenging examination of the discipline from a strategic management perspective.
He contends that issues management is effective when it supports strategic business planning and moves public relations closer to management. He emphasizes the essential role of corporate responsibility and the interplay between effective issue stewardship and collaborative decision-making with communities and other stakeholders. Note that a second edition (2008) is now available.Heath, R.L, & Coombs, W.T. (2006)., Sage, Thousand Oaks: CAFor an excellent overview of the practice see chapter 10– Monitoring and Managing Issues, pp. The authors provide issues communication strategies, tips and advice for best-practice issues communication efforts and enterprises. The focus is on communication strategy rather than messaging.
A worthwhile extension of this chapter is the “professional reflection” section by Tony Jacques entitled ” The Brilliant Evolution of Issue Management.”Heath, R.L. A rhetorical theory approach to issues management. Hazleton (Eds.),.(pp. Mahwah, NJ: Lawrence Erlbaum Associates.Heath provides a survey of the leading commentary on issues management and explores its theoretical underpinnings. Topic areas explored include issues management definitions and theoretical underpinnings, implications of these for future research and theory development, and a discussion of the implications of the theory and research of issues management practice in conjunction with public relations and public affairs.Heath, R. Issues management: Its past, present and future., 2(2), 209-214.In this issues management-focused edition of the Journal of Public Affairs, Heath explores the foundations of contemporary issues management and argues that the discipline today is most appropriately defined as stewardship for building, maintaining, and repairing relationships with stakeholders and stakeseekers.
He argues that issues management is the proactive application of (1) strategic business planning, (2) getting the house in order, (3) scouting the terrain, and (4) strong defense and smart offense.Jacques, T.(2006)., 10(4), 407-420.Jacques makes a timely and convincing argument that the advent of the Internet has expanded the area of common ground between activists and corporate communicators. Focusing on Saul Alinsky’s rules for radicals (1971), the author explores the parallels between modern activism and corporate issue management. This is useful for practitioners and scholars alike.Jacques, T. (2005).This article reports key findings from the Issue Management Council Best Practice Project, led by Jacques.
Nine best practice indicators are advanced. This is an essential resource for practitioners looking for important and accessible advice on evaluating and organizing their issues management activities. This is also a great article to share with your management team.Jacques, T. Towards a new terminology: Optimizing the value of issue management., 7(2), 140-147.Issues management is evolving from a reactive crisis prevention tool to a maturing strategic management discipline.
Contending that the terminology of issue management has not kept pace with the discipline’s evolution, Jacques proposes an alternative, “less limiting” lexicon.Jacques, T. Brunswick, VIC: Issue Outcomes.In this slim volume, Tony Jacques provides a masterful, user-friendly tool to simplify planning, managing, implementing, and evaluating strategies and tactics to deliver impact on significant issues.
This is a must-have practitioner resource.Knight, G. ( 2007). In S.
Roper (Eds.),.(pp. New York, NY: Oxford University Press.Using the Nike sweatshop case, Knight provides a comprehensive and critical dissection of Nike’s response. He argues that when large corporations like Nike are confronted with claims of systemic problems, their issues management machinery effectively respond by transforming problems (systematic labor exploitation) into issues (a complex global labor market where Western ideals in relation to child labor and other issues may not fit). “To transform a problem into an issue is to play down its problematic character while acknowledging that there is something–a topic or question–that needs to be addressed, especially discursively” (Knight, 2007, p. Knight contends that issues are actually “problems that have been neutralized to some extent by making them into matters of common interest and concern, amenable to negotiation and reform” (p.
Knight’s discussion is compelling and thought-provoking.Larkin, J. New York, NY: Palgrave Macmillan.In this accessible, well-organized and practitioner-friendly book, Larkin argues that the ability to recognize the threats and opportunities around current and emerging reputation risks should be treated no differently from the way in which any operational risk is identified, assessed and mitigated against (2003, p. While the term “issues management” is avoided in favor of “risk issues” and “reputation risk,” the issue life cycle model is described, as are other aspects of issues management practice. Larkin addresses the value of reputation, the origins of risk issues, the assessment of risk issue impact, and models and systems for identification, prioritization, assessment and response. Key concepts are effectively illustrated in figures and charts embedded throughout the text.Mahon, J.F., Heugens, P.M.A.R., & Lamertz, K. (2004)., 4(2), 170-189.Business and society scholar John Mahon, teams up with Lamertz and Heugens to argue that social network analysis has the potential to enrich and integrate theoretical perspectives to explore how managers should deal with issues and stakeholders simultaneously.
Public relations scholars have made similar arguments about the place of relationship management. The article provides interesting insight into the parallel, but different approaches business strategy scholars take to address similar challenges in applied and theoretical research.Palese, M. & Crane, T.Y. (2002)., 2(4), 284-292.Highly recommended for practitioners, this article is written by two of the field’s most experienced consultants.
Palese and Crane provide explain how to build an issues management process.Regester, M. Philadelphia, PA: Kogan Page.Written by two leading United Kingdom practitioners, this book provides a collection of accessible and practical models and tips. While the rationale for the term “risk issues” rather than issues is not satisfactorily explained, the book includes chapters and resources directly and indirectly relevant to issues management.Scott, S.
& Walsham, G. (2005)., 16(3), pp. 308-322.A must-read scholarly treatise on the subject of the concept and practice of reputation risk. “Reputation is emblematic of the kind of resource that managers have to learn to work within the knowledge society. It is ‘weightless’ (Quah, 1998, 1999), informational, abstract, and intertwined with global media” (Scott & Walsham, 2005, p. They argue that the “determination to identify present risk and its causal factors, measure it, benchmark it and thereby neuter it,” is flawed (p.
309) and that firms should resist the temptation to automate reputation risk assessment using, for example, incident databases that track events and monitor media. These approaches, they contend, are “mainly reactive, only scratching the surface of the complex status and nature of reputation risks” (p. The authors propose a reconceptualization of reputation risk that not only incorporates a more sophisticated view of reputation, but also acknowledges the role that risk and trust relations can play in its constitution.R.R. (2001) Public relations and crisis communication: Organizing and chaos. Vasquez (Eds.),. Thousand Oaks, CA: Sage.Primarily focused on crisis communication, the authors address the relationship between crisis communication and issues management, arguing that “by investigating issues with the potential for crisis, public relations specialists are better able to diffuse some crises before they erupt through dramatic trigger events” (Seeger, Sellnow, & Ulmer, 2002, p. 156).Smith, M.
F., & Ferguson, D. Vasquez (Eds.),. Thousand Oaks, CA: Sage.The authors provide a comprehensive and accessible review of the literature on activism. They advocate for continued research into activism and the interaction between activists and other organizations, as well as for greater methodological diversity in studying the interaction between activists and other organizations.
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Consider The Issues Pdf Converter
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