Steps in issue identification and analysis include scanning and monitoring. At the strategic decision-making stage, an appointed issue action team analyzes the issues and priorities in more detail. This team should include people who are closest to the issue and best equipped to direct and implement the organization’s response. At this stage, the team allocates resources to an emerging or current issue and initiates the investigation of various strategic options–including issue communication. Finally, the decisions enacted are evaluated. The process requires ongoing collaboration of key internal stakeholders, facilitated by frequent interaction. In other words, issues management demands cross-organizational collaboration, regular teleconferences and email communication, and face-to-face meetings. Issues managers don’t just plug into a database and relinquish all responsibility to information science.
High Impact . Endless Possibilities . The executive program delivers high-quality and high-impact coursework for individuals who continue to pursue their full-time professional careers while further developing in-depth, advanced skills in public service leadership, decision making, and critical investigative and evaluative methods within the public sector. Degree program applicants must have at least five years of professional experience, preferably in one of the three curricular track areas of Homeland Security, Nonprofit Management, or Public Management. A Natural Fit to Your Schedule . Leverage your time to the maximum with online classes. Online classes are held in fifteen-week fall and spring sessions, and ten week summer sessions. Two one-week residencies occur in July each summer.
Stealing thunder demonstrates the value of crisis communication timing for reputations. An interesting study compared the effect of timing (stealing thunder) and crisis response strategies. The research wanted to determine which of the two factors had a stronger effect on organizational reputations or if the two could be combined to increase the reputational protection value of crisis communication. The study compared situations whether or not an organization engaged in stealing thunder and if the crisis response was recommended by Situational Crisis Communication Theory (SCCT) or violated the SCCT recommendations. The results found that if the organization stole thunder, the type of crisis response had no effect on reputation. It seemed that stealing thunder provided all the reputational protection the organization could gain from crisis communication. However, when there was no stealing thunder, the recommended crisis response strategies were better at protecting reputations than the non-recommended crisis response strategies (Claeys & Cauberghe, 2012). The study shows just how powerful stealing thunder is as a crisis communication resource.