Transcript Introduction to Chapter Five - David Eccles School of Business

Introduction to Chapter
Five
This chapter focuses on issue
and crisis management and the
planning processes required to
improve stakeholder
management and to respond to
stakeholder expectations.
Issues Management
Conventional Approach
• Issues fall within the domain of public
policy or public affairs management.
• Issues typically have a public
policy/public affairs orientation or flavor.
Strategic Management Approach
• An issue is any trend, event,
• Issues management is typically the
controversy, or public developresponsibility of senior line management or
ment that might affect the
strategic management staff.
corporation.
• Issues identification is more important than
• Issues originate in social/
it is in the conventional approach.
political/ regulatory/
• Issues management is seen as an
judicial environments.
approach to the management of
external/internal challenges to company
strategies, plans, and assumptions.
Issues Management
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Issues Management
The Changing Issues Mix
A changing mix of issues often
creates a cumulate effect that
managers must face
Issues Management
Issue Definition and the
Issues Management Process
An issue is a matter that is in
dispute between two parties
Issues Management
Issue Definition and the Issues
Management Process
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Emerging issues
Terms of the debate are not clearly
defined
Parties have conflicting values and
interest
Automatic resolution not available
Issue is often stated in value laden
terms
Trade-offs are inherent
Issues Management
Issue Definition and the Issues Management
Process
Basic assumptions
• Issues can be identified earlier, more completely, and more
reliably
• Early anticipation widens the range of options
• Early anticipation permits study and understanding of the
issues
• Early anticipation permits a positive orientation towards the
issues
• Early anticipation allows for better identification of the
stakeholders
• Early identification provides the opportunity for the
organization to supply information about the issue earlier
Model of Issues
Management Process
Identification of Issues
Analysis of Issues
Prioritization of Issues
Formulation of Issue Responses
Implementation of Issue Responses
Evaluation, Monitoring, and Control of Results
Issues Management
Process
Identification of Issues
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Scan the environment
Identify emerging issues
Issues Management
Process
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Issues Management
Process
Analysis of Issues
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Which stakeholders are affected by
the issue?
Who has an interest in the issue?
Who is in a position to exert
influence?
Who ought to care about the issue?
Who started the ball rolling?
(Historical view)
Who is now involved? (Present view)
Who will get involved? (Future view)
Issues Management
Process
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Ranking of Issues
Xerox approach
• High priority
• Nice to know
• Questionable
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Probability-Impact matrix
• Probability of occurrence
• Impact on company
Issues Management
Process
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