Course : Strategic Issues Management (1505SIM14)

elearning.lspr.edu
Master of Arts in Communication : Corporate Communication Studies

LSPR eLearning Program

Session Topic : What Happens Afterwards

Course: Strategic Issues Management

By Rudi Sukandar, Ph.D

Content

Part 1

Issue Life Cycle & Recovery

Part 2

Post-Issue Review

Part 3

Discourse of Renewal

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Part1: Issue Life Cycle & Recovery

Overview: Today

1.
2.
3.
4.

Issue life cycle

Issue recovery
Post-issue review
Discourse of renewal

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Issue Life Cycle: About

Issue life cycles are seldom smooth

1. Normal
No further variables change progress of the issue.
This is the ideal, simplistic situation.
Mostly the life cycle momentum changes course for a range of
reasons.
2. Changing direction
Stopped - new facts or stakeholder actions stop issue.
Interrupted - same as stopped.
Stages skipped - crisis occurs or new facts galvanise attention.
New stakeholders may enter.
Outcomes of other issues push issue along.
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Issue Life Cycle: About (cont.)

3. Repeating
a. Cyclical
New facts cause reinterpretation
or reassessment of issue.
Stakeholders entering or exiting
cause
issue to move back and
forward.

b. Enduring
New facts constantly enter and
alter face of issue...
...adding complexity.
Bigelow, Fahey & Mahon (1993)
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Barbara Bigelow
Professor of Mgt,
Graduate School of
Mgt, Clark Univ.
(2001-present)

Liam Fahey, Ph.D.

Assoc. Professor
Boston Univ.
(Sept1985Aug1991)

John F. Mahon
Chair of Intl Business
Policy & Strategy,
Professor of Mgt,
Univ. of Maine
(2001Present)
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Issue Life Cycle: Example from Student Assignment

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Issue Recovery: The Loss

Issue recovery
consists of the actions and communication
undertaken by an organisation
to recover any setbacks caused by a
major issue.
The loss can apply to:
a. Image or reputation
b. Goodwill
c. Employee support, engagement
d. Customer loyalty
e. Market share
f. Shareholder value.
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Issue Recovery: Overview

Recovery tends to be put in the background while issues are dealt with.

After a major issue, managers try to return to business as usual.

They may try to see an adverse issue outcome as a rare event, and
can ignore its lessons.
Whats more,
If legal problems arise out of the issue,
...managers try to dodge personal blame.

Often, successful issue management results in no apparent change,

e.g. stopping new legislation/regulations.
Therefore managers are likely to see IM as merely a cost,
...without understanding the success and importance of the result.
Accordingly, the positive outcome needs to be sold to management.

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Part2: Post-Issue Review

Post-Issue Review: Overview

a. Issues tend to be messy, and

they may linger for some time.
The issue may drag on in one form or
another.
b. Organisations that focus on continuing business
and
reputation recovery may lack proper
processes for...
...effective management of longer-term
issues.
c. Depending on,
the nature and
extent of the issue,
...the post-issue phase should involve a postissue analysis and improvement plan.
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Post-Issue Review: Evaluation/Modification

Contents of post-issue analysis and improvement plan

a. Executive summary
1. Summary of who, what, why, when, where, how and how much
2. Major strengths identified
3. Primary areas for improvement identified
b. Issue review
1. Issue review, providing more depth of above details
2. Issue management team - relevant comments
3. Other participating organisations, if any
c. Analysis of capabilities (performance of each functional area involved)
1.
2.
3. etc
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Post-Issue Review: Evaluation/Modification (cont.)

d. Lessons learnt
1. Knowledge and experience,
2. Best practices,
3. Good stories,
4. Procedural notes
e. Conclusion
Recommendations

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Part3: Discourse of Renewal

Discourse of Renewal: Overview

a. The recovery phase may offer opportunities for renewal

as well.
b. Discourse of renewal addresses the public debate that
follows an issue,
discourse means written or spoken...
...communication or debate.
c. It applies where wrongdoing is not applicable.
d. Discourse of renewal,
helps to generate support for rebuilding and
rejuvenating damaged relationships with stakeholders.
e. Relevant to,
those affected by the adverse event and
also a larger indirect audience who have potential to
provide support.
Seeger & Griffin Padgett (2010)
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Discourse of Renewal: Features

Features of post-issue discourse of renewal

1. Focus on the future.

2. Opportunities created by the issue,

i.e. the event might clear the way for longneeded renewal.
3. Ethical communication grounded in core values,
e.g. recommitment to core defining values by
firms.

Matthew W. Seeger
Professor & Chair Dept. of
Communication at Wayne
State Univ.

Seeger & Griffin Padgett (2010)

Source: https://www.youtube.com/watch?v=
VaRdUHrUnBs
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Donayle R. Griffin Padgett

Associate Professor Wayne
State Univ. (2014Present)
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References

1. Bigelow, B., Fahey, L., & Mahon, J. (1993). A typology of issue

evolution. Business and Society, 32(1), pp. 18-29.
2. Seeger, M., & Griffin Padgett, D. (2010). From image restoration to
renewal: approaches to understanding post crisis communication.
Review of Communication, 10(2), pp. 127-141.

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Course : Strategic Issues Management (1505SIM14)

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