Mata kuliah
Tahun
: 00324 - CRISIS COMMUNICATION & PUBLIC
RELATIONS
: 2010
A INTRODUCTION TO
CRISIS OF COMMUNICATION AND PUBLIC
RELATIONS
Pertemuan 1 - 2
By: Dr. Drs. Dominikus Tulasi, MM.
Learning Objectives
• At the end of this meeting, students expected
to
conclude the comprehension, definition, and concept of
Crisis of Communication and Public Relations , related to
integrated communication tools, in achieving and
consumers or market targeting.
• The students are expected to originate their analysis
based on basic communication and Promotional Mix,
which within PR is derived.
• In the first week lecturing, students expected to
understand and comprehend “issues management” in
relation to Public Relations realm, and crisis
communication and the reputation of enterprise
organization.
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CRISIS MANAGEMENT OF PUBLIC
RELATIONS
• Issue management and crisis related to public
relations realm.
• Definition of Issues Management: Terminology
“issues management”published for the first time by:
W Howard Chase dated April 15, 1976 in his news
letter “Corporate Public Issues and Their Management”
Volume 1 No.1, and so called “CPI”.
• The objectives of issues management is to introduce
and validate a penetration in designing practical
corporate management with aim at managing
corporate public issues better than traditional
management.
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ISSUES MANAGEMENT
• Sir Arvi Parbo in 1989, then Chairman of Western
Mining Corporation, launch the center for corporate
Public Affairs with the words: “Performance (in
dealing with the social and political environment)
must have increasing weight in the way in which
managers are recruited, trained, evaluated and
rewarded, because of the critical nature of these
issues to the success of our enterprise. We can do
our sums, be great at production and marketing, finetune our cash flows – we can do all those things well,
but fail badly if we haven’t managed the social and
political issues.” (Kim Harrison, 2008: 544).
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ISSUES MANAGEMENT (2)
(Closing The Legitimacy Gap)
• One way to approach the question of issues is to
consider that businesses and industries are in effect
‘Licensed’ by society to perform a function in the
community. Society, through direct action or the
political system, will always determine the rules of the
game. The emergence of public issues relating to the
organization reflects the extent to which the
organization is not aligned with community
expectations. (Kim Harrison, 2008: 544).
Bina Nusantara University
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ISSUES MANAGEMENT (2)
(Closing The Legitimacy Gap)
CORPORATE
PERFORMANCE
Gap
THE LEGITIMACY GAP
COMMUNITY AND
GOVERNMENT
EXPECTATIONS
The Gap can be reduced by:
1) Shifting Corporate Performance towards community or Government
expectations – change behavior
2) Reducing Community or Government expectations, eg. By explaining the
unreality or community cost of meeting their expectations, through
communicating with them. ‘Perception is reality – on a given day –
eventually the facts will hold’;
3) Preparing over differences by superficial responses or delaying tactics -- a
short term and often counter productive approach. (Kim Harrison, 2008:
545).
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MANAGING ISSUES
• Problem + Impact = Issue. A problem can be solved,
but an issue has to be resolved.
• The continuum of events starts with a concern that
can lead to a problem, which in turn can lead to an
issue, which when unresolved, can lead to a crisis.
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8
DIFFERENCES  PROBLEM – ISSUE:
NO.
PROBLEM
ISSUE
1.
Technical
More emotional factors
2.
Based on Demonstrable facts
Depends heavily on opinion
3.
Usually technical solutions
Solution must be negotiated
4.
Results can be measured
Results harder to measure –
5.
Tends to be impersonal
Committed Contending Parties
6.
Mostly resolved in private
Often argued in public
Source: Kim Harrison, 2008: 545)
Bina Nusantara University
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MANAGING ISSUES
(The focus of issues management, meet
three criteria:
1. They would affect the organization’s business
performance
2. 2)The Organization would have to systematically
mobilize resources to deal with them
3. 3)The organization may reasonably expect to
exert some influence over the outcome.
(Kim Harrison, 2008: 546)
Bina Nusantara University
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MANAGING ISSUES
Most issues management approaches tend
to fall into three categories:
1. Reactive (stonewalling, inaction).
2. Adaptive (openness or accommodation to
change)
3. Dynamic (anticipation of the issue and an active
attempt to shape it).
(Kim Harrison, 2008: 546)
Bina Nusantara University
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BROAD DIMENSIONS OF CONFLICT
The Extent of likely conflict raised by an
issue is reflected by:
1) Scope—the number of people, groups or organizations involved
in the conflict.
2) Intensity—the degree of commitment of the contending parties
mutually incompatible positions. This is often measured by the
resources that a party can bring to the conflict. The capacity of
a party to the conflict to recruit supporters shouldn’t be underestimated.
3) Visibility—this links conflict with the broader public. It indicates
the number of people, groups or organizations that will be
aware of the conflict and its consequences and are likely to
become actively involved in the conflict.
(Kim Harrison, 2008: 546)
Bina Nusantara University
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TYPES OF ISSUES:
1. Universal issues—affect large number of people.
2. Advocacy issues—the issues usually raised and
promoted by those claiming to represent the
public’s interest.
3. Selective issues—special-interest groups
involved.
4. Technical issues—discussed only by limited
groups with strong expertise.
(Kim Harrison, 2008: 547)
Bina Nusantara University
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ETHICAL CONSIDERATIONS
(There are three main approaches):
1) The organization maximizes self-interest wherever
possible.
2) The organization bases its decision on the likely
consequences—”doing the greatest good for the
greatest number.”
3) The organization adheres to moral principles, of
‘doing the right thing’ regardless of the consequences.
Other parties can readily understand and respect the
basis of these decisions
(Kim Harrison, 2008: 550)
Bina Nusantara University
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STEPS IN AN ISSUES
MANAGEMENT POLICY
1) Monitor, forecast, identify, track and understand the
issues confronting the organization.
2) Evaluate and prioritize its issue for action.
3) Assign responsibility for action.
4) Develop a position on each issue.
5) Develop a strategy on each issue.
6) Implement the strategy
7) Monitor and measure progress
(Kim Harrison, 2008: 551)
Bina Nusantara University
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Sample strategic issues priority matrix
POTENTIAL IMPACT
URGENCY
Low
Low
1
Significant
Pressing
Significant
Major
2
3
4
5,6
The key priorities would be issues 5 and 6, which are located in the pressing and
major impact category, followed by issue 4, (pressing and significant impact) and
issue 2 (significant urgency and major impact). Issue 4 was selected ahead of issue
2 because it was more urgent. Issue 3 is next because it is both
significantly urgent and has significant impact.
(Kim Harrison, 2008: 551)
Bina Nusantara University
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Key questions in assessing issues
1. How likely is a trend, event or development to become a major
issues?
2. How great will the eventual impact be on the organization?
3. How likely would impact be focused on the organization rather than
diffused over the entire community?
4. When is the issue likely to peak – near, medium or long term?
5. Who are the major players and what positions are they likely to
adopt?
6. What can the organization do to deal with the issue?
7. What does the organization have to deliver to be a success?
8. Critical resources – what can it have and not have?
9. How can we avoid the handling of the issue becoming an issue itself?
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THANK YOU!
THE WINNER WILL NOT QUIT… AND,
THE QUITER WILL NOT WIN……!
Bina Nusantara University
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