Professional Documents
Culture Documents
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Strategy development
By Kim Harrison
Author, Strategic Public Relations
Visibilitythis links conflict with the broader public. It indicates the number of people, groups or
organisations that will be aware of the conflict and its consequences and are likely to become
actively involved in the conflict (Mahon, 1997).
Alternative strategies
By their nature, public issues can involve solutions of varying kinds. Some broad actions open to the
organisation are:
Resistancemaintain the status quo. This is often a powerful line of attack with some appeal to
government officials. Some tactics used here include persuasion/propaganda, denial of
Integrated strategy
Organisations needing to interact vigorously with the external environment can establish an
integrated issue management strategy vertically and horizontally through its structure, as illustrated
in the diagram below.
Staff who participate in the issue management process need to represent the range of interests of
the organisation. Issue management strategy requires observant people throughout the
organisation to be involved in the process. Therefore, in a sense, issue management is the
responsibility of all staff and external contractors such as consultancies. Positive stakeholder
relationships depend on the involvement of staff widely across the organisation with coordination
and guidance from the issue management team.
The generally recommended role for corporate communicators is to be the boundary spanners
between the organisation and its various stakeholders/publics. But a note of caution. People who
are in constant contact with such stakeholder groups may develop a distorted view a bias one way
or the other about those groups due to the close contact with them. Therefore, care needs to be
taken to ensure accurate and balanced information is gathered and reported about such groups
during the issue management process.
Senior management
Corporate planning, finance
Issues Monitoring
and Analysis
Team
-----------------------Human
resources
Legal counsel
Marketing/
customer-facing
Research and
development
Public Policy
Team
---------------------Corporate
communication
Government
relations
External
lobbyists
Single-issue
experts
Operations
Issues
Communication
Team
-----------------------Corporate
communication Internal and
external
Advertising
Single-issue
experts
Web designers
Technical
experts
Internet and
social media
experts
Issue
management
administration
Spokespersons
(senior ops
mgrs)
One worthwhile way of gaining senior management support is to include external affairs sensitivity
into line managers job descriptions and responsibilities. This can be achieved most easily when new
positions are being filled, although it would most likely take some persuasion of the HR manager and
senior management to make the change.
It is also worthwhile to provide regular briefings to senior management, individually or in a group such
as the executive committee. This is especially useful at the operational level so that line management
understand the implications of potential issues. It is a soft sell opportunity to promote the value of
the communication role.
Communicators can refer to case studies and industry examples of issues to generate an
understanding of context by their audience. Even periodic newsletter articles may be useful to apprise
all employees about issues and their implications (without revealing too much commercial
information).
In many situations, management is afraid of creating an issue, and therefore does not act to preempt or shape the situation to the organisations advantage.
Where an issue develops legal considerations, managers address the issues as if they were onedimensional (simply legal). Political, media and other approaches to the issue are deactivated.
Failure to manage
Much of what is established as issue management structures has been nothing more than
information exchange and dissemination centres. Formal objectives, strategies and plans are
often non-existent.
Issues management often is forced on a reluctant organisation because of the cost in time and
money. It can be hard to sell because if it is successful there is often no visible result.
Case study
Western Powers development of issues management policy
This is one way an issues management strategy was developed by an organisation.
The Executive Committee of Western Power briefed the Manager Corporate Affairs to develop an
issues management policy to enable the Corporation to deal effectively and systematically with the
wide range of issues confronting the organisation.
The organisation had been corporatised at the start of the same year and faced various new issues
raised by its new status and by other issues that had not been a concern when it previously operated
as a government monopoly.
Corporatisation for government organisations means they trade as fully commercial entities, with
their own board of directors and an arms-length relationship with the relevant Minister, who does
not become involved in day-to-day affairs.
5
The first task in the development of the issues management policy was to select a suitable
conceptual framework:
Engaging the members of the Executive in this process meant that there would be more
ownership and support for the issues management process.
3
Assign responsibility for action.
After endorsement of key issues, each main issue category was allocated a committee
chairman from head office or an operational area. The chairman for each issue selected his
team from relevant cross-functional areas of the organisation. To ensure the issues were
followed through it was recommended that the Managing Director take responsibility for
the overall process and that regular reports on each issue be made to the Executive.
4
Position development.
The issues management strategy teams then reviewed the relative issues and reached a view
as to what the desired result should be from the issues management process relating to that
particular issue.
5
Strategy development.
Then a plan was developed for the handling of each issue.
6
Implementation.
An implementation program was initiated for each issue.
7
Measurement/feedback.
Arrangements were made for measurement and feedback about the results of each program.
References
Dutton, J., Ashford, S., ONeill, R., Hayes, E., & Wierba, E. (1997). Reading the wind: how middle
managers assess the context for selling issues to top managers. Strategic Management
Journal, 18(5), pp. 407425.
Mahon, J. (1997, 4 March). Issues identification and management workshop, Perth, for the
Australian Centre for Corporate Public Affairs.
Mahon, J. (2005). Issues management: moving into the 21st century. Workshop presentation,
Perth.
Thomas, C. Lobbying in the United States: an overview for students, scholars and practitioners. In
P. Harris & C. Fleisher (Eds.). The Handbook of Public Affairs, pp. 281-303. London: SAGE
Publications.