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Crisis vs issues - what is the difference?
published 2002
The management of issues and crises is a core communication function for any organisation, regardless of size or industry.
While the phrases are often used interchangeably, it is important to be aware of the differences between an issue and a crisis when it comes to developing your PR plans, to ensure that you are prepared for all eventualities.
An issue: is an external or internal factor, usually lasting over a mid-to-long timeframe, and usually involving an organisation within an industry, topic or situation. It can represent a serious obstacle to achieving the organisation’s objective and cause damage to not only its reputation, but its fundamental business, if not managed well.
A crisis: is an actual event or occurrence, usually of short timeframe, which puts a single organisation, and its methods of operation, under intense public and media scrutiny and which can, if not handled properly, materially impact on the business.
In simplistic terms, it is often the case that an issue is an implied or potential event which can be proactively managed, while a crisis is an actual event or occurrence which requires a reactive response.
How an organisation responds to an issue or crisis can often have more impact on public awareness than the event itself. That’s why it is important to develop a plan for dealing with both issues and crises.
The aim is to have strategies and tactics in place that will allow your organisation to always be perceived not only to be in control of the situation but also sensitive to the concerns of key stakeholders and others with a legitimate interest in the matter.
An overview:
Issue Crisis
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An issue is (usually)… |
A crisis is (usually)… |
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Long-standing, slowly developing, or predictable, that impacts on an industry or product category |
An emergency or event that is unforeseen or seen as only a remote possibility, that impacts on a single organisation |
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Something that can be identified, monitored and managed as it emerges |
Short-lived (although a crisis such as product tampering or extortion can last for several weeks) |
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Brought into the public arena (or at least fuelled) by protagonists or activists and reported on by media |
Attracts significant - and sometimes hostile - media attention. In extreme cases, the crisis can be ‘championed’ by media |
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Examples of issues are: |
Examples of crises are: |
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Impact of new technologies e.g. genetically modified foods, stem cell research |
Accidents that kill, maim or injure people e.g. industrial accidents, fire, explosions, plane/train crashes, food poisoning |
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Alleged side-effects of products e.g. food products that cause obesity or IT products that emit radiation |
Environmental concerns e.g. discharge of waste, not meeting environmental standards, OH&S practices leading to injury or death |
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Industry-wide corporate practices e.g. director or management corporate remuneration |
Organisational-specific corporate malpractice e.g. fraud, embezzlement, anti consumer practices |
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How to prepare for or manage an issue… |
How to prepare for or manage a crisis… |
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Identify probable issues and analyse the real risks and vulnerabilities and potential outcomes |
Assess probabilities/likelihood of crises specific to your organisation. What unique areas of your operation can lead to crises? |
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Undertake ongoing monitoring to keep abreast of all developments, breakthroughs, research etc in the area |
Set up a plan and procedures specific to each likely crisis |
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Develop a clear position and key messages on the issue and ensure this is part of the business communication plan |
Establish an emergency response team covering management, legal & communications |
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Develop specific and ongoing communication programs aimed at key stakeholders and audiences |
Focus on being able to deal with an emergency that will require intensive work with little or no warning |
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The role of the communications pro… |
The role of the communications pro… |
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To put in place a comprehensive and ongoing monitoring program |
To identify possible/potential crises and put plans and systems in place to handle them |
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To persuade the organisation to acknowledge, front and proactively manage the issue over its life |
To persuade the organisation the key to successfully coping with a crisis is how the communication is handled - especially with the media |
Note: The author of this article is a senior Sydney-based independent corporate public relations consultant who has considerable experience in crisis management planning. In addition he coaches and mentors Australian PR Managers on how to get the best out of their PR Department; also to review and select PR agencies. He also blogs on PR and communications topics including crisis and issues management.
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