Crisis and Issues Management
The Crisis and Issues Management domain tests early issue detection, crisis planning, response strategy, and post-crisis learning. Scenario items target timing, holding statements, stakeholder prioritization, and reputation repair.
Core rules
- Issues management is proactive and continuous; a crisis is a turning point that threatens operations or reputation.
- Crisis stages: pre-crisis preparedness and monitoring; crisis response - acknowledge, act, communicate; post-crisis recovery and learning.
- Coombs's SCCT distinguishes victim, accidental, and preventable crises; response strategy should match responsibility and stakeholder concern.
- Holding statements buy time without speculation; 'no comment' often worsens perception.
- Crisis plan: roles, escalation triggers, dark site, spokesperson, legal-comms protocol, and stakeholder contact lists.
- Monitoring after the acute phase detects secondary issues and measures recovery.
Worked example
A food manufacturer discovers contamination linked to a supplier. Public perception treats the crisis as preventable because the company chose the supplier. The response: immediate recall, a public statement with specific product codes, empathy for those affected, a clear corrective action, and an independent review. Legal counsel wants to delay. Reasoning: delay increases harm and perceived concealment; the statement should be factual, not speculative, and coordinated with legal so it does not admit unverified liability. Post-crisis, the company audits suppliers and reports changes.
Traps
- Using 'no comment' or over-reassuring language.
- Treating all crises with the same response strategy.
- Letting legal fully control messaging and silence empathy.
- Skipping post-crisis evaluation and plan updates.