PBRL 270 1st Edition Lecture 16Outline of Last Lecture I. Conflict Life Cycle- Phasesi. Proactiveii. Strategiciii. Reactiveiv. Recoveryv. Issues ManagementOutline of Current Lecture I. Issues Management ProcessII. Environmental ScanningIII. Issues ManagementIV. CrisisV. Crisis ManagementVI. Quick Crisis Management StrategiesVII. Crisis StrategiesCurrent LectureI. Issues Management Process- Issues identification- Issues analysis – looking at background and future impacts (past, present and future of the situation)- Strategy options – evaluating issues based on probability and impact and prioritizing which issues will affect your organization- Action Plan - EvaluationII. Environmental Scanning- The systematic collection of external information in order to:o Lessen the randomness of information flow into the organizationo Provide early warnings to managers of external conditionso Construct a map for strategic decision makingIII. Issues Management- Take care of the issues and the crises will manage themselves- Issues management is pre-crisis planning; crisis preventionIV. CrisisThese notes represent a detailed interpretation of the professor’s lecture. GradeBuddy is best used as a supplement to your own notes, not as a substitute.- The perception of an unpredictable event that threatens important expectances of stakeholder and can seriously impact an organizations performance and generate negative outcomesV. Crisis Management- The first step is to have a plan. Failure to plan for a crisis can damage corporate reputation and finances- Maintain good relationships before crisis- Crisis can be caused by human error or natural disastersVI. Quick Crisis Management Strategies- Never say “no comment”- Take responsibility- Be honest- Designate a SINGLE spokesperson- Set up an information center- Constantly communicate- Work with media; be accessible- Monitor news and public inquiries- COMMUNICATEVII. Crisis strategies1. Denial – strives to remove any connection between the organization and crisis2. Diminishment – attempts to reduce attribution of organizational responsibility forthe crisis3. Justification – attempts to evade responsibility for the crisis4. Ingratiation – attempts to reduce offensiveness of the act5. Apology – seeks to build a positive connection between the organization and publics6. Corrective action and bolstering – attempts to rebuild organization’s