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25 Cards in this Set
- Front
- Back
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Strategic Conflict Management
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- sharp disagreement or collision of interests
- strategic conflict management (CM) to influence the course of conflicts to the benefit of the organization and, when possible, to the benefit of the the organization's many constituents |
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Strategic Conflict Management: Key Components
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- strategic: for the purpose of achieving particular objectives
- competition: striving for the same object, position or prize as others - conflict: sharp disagreements or opposition resulting in a direct, overt threat of attack from another entity |
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Role of PR in CM
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- CM often occurs when a business or industry contends with government regulators or activist groups
- outside groups use PR to make case against company/industry - try to catch early and reduce damages; many times smolder and grow - usually not clear cut in solution - PR has to advocate for company/industry |
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It Depends: A System for Managing CM
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- PR determines stance to take toward public's
- stance determines strategy - stance-driven approach: "It Depends" - stance taken towards public's "depends" on factors, change with changing circumstances |
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It Depends: Contingency Theory's 2 Basic Principles
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- two principles form the basis of what is called the Contingency Theory
- First: many factors determine the stance or position of an organization when it comes to dealing with conflict and perceived threats - Second: the PR stance for dealing with a particular audience of public can change as events unfold |
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IT Depends: A Matrix of Contingency Factors
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- PR position is contingent on many factors that PR takes into account
- external and internal variables |
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5 External Variables
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- example: McDonald's and transfats
- external threats: new competition, condition - industry-specific environment: new industry standards - general political-social environment: political change, social change - external public characteristics: audience change, ex. move liberal to conservative - issue under consideration: nature of issues change |
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6 Internal Variables
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- example: Toyota
- general corporate/organizational characteristics: company posture - characteristics of the PR department: authority level - top management characteristics: aggressive, comply - internal threats: weak financial position - personality characteristics of internal, involved persons - relationship characteristics: relationship of key players |
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Contingency Continuum
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- attitudes of management and PR are factors that may move the organizations stance
- range of responses can be shown on a continuum from pure advocacy to pure accommodation - shows the stance of an organization toward public at give time and shows the dynamism of CM |
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Contingency Continuum
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- pure advocacy
- competing litigation - public relations - arguing - competition - contending - compromising - avoiding - cooperation - collaborating - negotiation - compromise - capitulation - apology and restitution - pure accommodation |
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Processes for Managing the Life Cycle
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- CM is challenge
- systematic processes provide guidance and structure * issues management * risk communication * crisis management * reputation management |
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Issues Management
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- proactive and systematic approach
* predict problems * anticipate threats * minimize surprises * resolve issues * prevent crises |
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Issues Life Cycle: Ex. Drug Issue
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- problem definition: ex. len bias
- involvement of opinion leaders: ex. jessie jackson - public awareness: 2/3 MIP - government policy/regulation: ex. drug testing, tougher laws - resolution: say solved, move to other issue |
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Chase and Jones: Issues Management Process
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- issue identification
- issue analysis - strategy options - action plan - evaluation |
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Conflict Positioning and Risk Communication
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- conflict positioning: any verbal or written exchange that attempts to communicate information that positions the organization favorably regarding competition or an anticipated conflict
- risk communication: verbal or written exchange that attempts to communicate information regarding risk to public health and safety and the environment |
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Conflict Positioning and Risk Communication
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- risk communication: often a PR professional can engage in communication that may reduce the risk for affected public's and for his or her employer
- ex. public health, safety, environment: hotel signs for ocean undertow, recalls, medical health warnings |
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Crisis Management
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- ex. amtrak, batman shootings
- situation characterized by * surpise * high threat to important values * short decision time |
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Crisis Figures
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- 14% unexpected; 86% smoldering
- management causes 78% of crises - 89% of fortune 500 CEOs: crisis inevitable - 50% admit they have no plan |
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How to communicate in crisis
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- put public first
- take responsibility for solving - be honest - never "no comment" - single spokesperson - central info center |
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How to communicate in crisis
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- constant flow of info
- media needs and deadlines - be accessible - monitor coverage - communicate with key public's |
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Responses to Crisis
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- attack accusers: others fault
- denial: no crisis - excuse: natural disaster - justification: customer misuse - ingratiation: give money - corrective action: fix it; stop from happening again - full apology |
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Factors Influencing Action
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- management moral conviction, public is wrong
- neutrality: stay neutral when 2 public's at opposite sides - legal constraints - regulatory constraints: FTC, SEC - senior management: no accommodation stance - conflict among departments regarding strategy to take |
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Reputation Management
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- track record of the organization in the public's mind
- 3 foundations * economic performance * social responsiveness * ability to deliver valuable outcomes to stakeholders |
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Reputation Management
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- reputation audit: assess and monitor
- "most admired companies" - reputation quotient: Reputation Institute and Harris Interactive - Media Reputation Index (MRI); Delahaye Medialink - Warren Buffett Dealing with Crisis: "get it right; get it fast; get it out; get it over" - Burson-Marsteller: crisis takes about 3 years to repair on average |
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Reputation Management
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- to recover reputation
- #1: quick disclose, then - make progress/recovery visible - analyze what went wrong - improve governance structure - make CEO, leadership accessible to media - fire employees involved with problem - commit to high citizenship standards - carefully review ethics policies - hire outside auditors for internal audits - issues an apology from the CEO - deja vu - all over again |
