19960902
MANAGERS MUST ESTABLISH PROGRAMS AND ADOPT TOOLS
September 2, 1996
Given issues' potentially broad impact and complexity, issues management present public affairs executives with one of the most daunting challenges. While in hindsight, companies clearly can assess the impact and develop plans to respond to issues, such as workplace conditions at overseas contractors (PR NEWS, Aug. 19, 1996, p. 8), identifying them and putting plans in place ahead of time requires a formal issues management process.
A valuable road map to the arcane world of issues management is found in "Anticipatory Management," a new book published by The Issue Management Council, Leesburg, Va., an issues management information clearinghouse. In it, co-authors William C. Ashley, an issues management consultant, and University of North Carolina professor James L. Morrison describe the dynamics of social forces that can impact companies by changing consumer or stakeholder attitudes or behaviors and spur legislation restricting certain activities.
"In the mid-'90s, management's approach to challenges remains a carryover from World War II, characterized by a 'juggernaut mentality' that believes in charging forward regardless of outside forces," the two write. What is needed is thinking that looks beyond today's problems and opportunities.
To do that, write Ashley and Morrison, public affairs executives must adopt formal approaches, that, on an ongoing basis, will ensure that their companies are tracking and responding to the visible and invisible external forces that are impacting them. In the book, they describe 10 "power tools" that they say are necessary to keep companies ahead of the issues curve (see box). All are built on processes of strategic thinking, which broadly considers resources and assets, while looking beyond established programs and policies.
Editor's note: "Anticipatory Management" can be ordered from the Issue Management Council for $29.95. The group is located at 207 Loudon St. SE, Leesburg, VA 22075, 703/777-8450.