APR 271 Lecture Notes - Lecture 2: Risk Assessment, Crisis Management

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PR Mismanagement
As in medicine:
A PR Prescription
Without diagnosis is malpractice!!
Ready, fire, aim!
PR as a Management Function
Supports business goals
Respnsible for corporate reputation/brand
Drives or supports sales & marketing efforts
Manages critical relationships: customers, potential customers, media
Interprets and acts on data & market information
Step 1
Analyzing the Situation
Situation=a set of circumstances facing an organization
Situations are issues that need to be addressed
Can be thought of as either a
An opportunity offers a potential advantage to the organization and/or
its public
In other words, an opportunity is a yet-to-be realized avenue for
future success
An obstacle is a factor that limits the organization’s ability ro realize
Obstacles are roadblocks
They can (and oftend do) manifest in the form of negative public
Has the Internet created new obstacles for organizations?
What is the biggest current opportunity for the University of
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What is the biggest current obstacle facing the University of
Growth, football team receiving national attention (good/bad)
Smith (pg. 24) emphasizes coming to a consensus
The communications team and client/must agree on:
Key facts relevant to a situation
Is it really and obstacle/opportunity?
That the issue is an important thing to address
Are there other, more pressing issues to address? Ex. should we
commit time and resources to now?
Organizations can keep abreast of surrounding issues through the
implementation of 6-step plan.
Issues management means proactively identifying and engaging with
potentially damaging situations.
We don’t want to get “blindsided.” Whose fault is it if we get
A proactive issues management strategy may result in monitoring
many issues with the potential to influence our organization. Ex.
policy/regulatory, competitive, technology, consumer trends, etc.
Issue vs. Situation
Issue: a broad set of events, trends, or developments that have
potential impacts on your organization
Not all issues require immediate actions, or action anytime
Situation: the specific affect of an issue on your organization
All situations require action
Within an issues management program, organizations will often use
risk assessment principles to prioritize monitoring efforts.
Risk assessment:
Identify risk
Analyze risk
Evaluate risk
Risk assessment plays a role in crisis management planning
Once we’ve
First question:
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Key background questions:
Has the organization (or peer organization) dealt with a similar issue
What really caused the situation?
What historical things are relevant to the situation?
What are the most important facts?
How does the situation affect our organization’s relationshop with
other groups/publics/etc.?
Key consequence questions to ask:
How does the situation affect/relate to the organization’s
Key resolution questions to ask:
How can this situation be resolved? Can it be resolved to the mutual
Situation analyzes are research intensive
How do we get the necessary information?
Primary and secondary research!
Secondary Research
Data/information that already exists
Data can be internal (collect/complied by the organization) or external
(collected/compiled by sources outside the organization)
Internal data: previous program assessments, financial data,
employee performance data, etc.
Primary Research
Star by analyzaing available secondary research
Ask yourself
Is the exisiting information accurate?
Primary vs. Secondary Research
Primary research usually carries
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