Issues Management

Issues management is a strategic set of functions used to reduce friction and increase harmony between organizations and their publics in the public policy arena. Issues management entails four core functions: (a) engaging in smart business and public policy planning that is sensitive to public policy trends, (b) playing tough defense and smart offense through issue communication, (c) getting the house in order by meeting or exceeding stakeholder expectations, and (d) scouting the terrain to gain early warning about troublesome issues. Applied properly, it gives organizations the opportunity to reduce the harm of threats and to take advantages of opportunities created as public policy changes occur.

First, issues management must be an intimate part of strategic business planning as issue managers help their senior executive colleagues look for and avoid threats while working to take advantage of issues-driven opportunities—those that are created by emerging issue trends. Second, issues managers need to build and cooperate systematically with other issues specialists whose insights and foresights can scan for issues, identify issues, analyze issues, and monitor their trajectory and implications for the strategic business plan of the organization. Third, issues management can help organizations to understand and work to achieve the standards of corporate responsibility to reduce the legitimacy gap between them and their stakeholders. Fourth, issues management entails issue communication, on the assumption that the voice of large organizations needs to be heard on policy issues. For the formation of societally responsible public policy, the best minds and voices need to blend to create the needed platforms of fact, value, and policy.

The term issues management was coined in the 1970s in response to 1960s activism, much of which was spawned by the increased salience of the Civil Rights movement and the turbulence created by the protests against the war in Vietnam. Angry publics fought to impose their wills and values on business and government policies and practices. In the 1960s activist groups challenged media reporters and government officials to press for myriad changes in business activities and policies. Industry was caught off guard by this era of unrest and redefinition. Industry had reason to feel good about itself. The Great Depression had ended and the industrial might of the United States had played a major role in the victories that ended World War II.

Industrial leadership went into the 1960s with high marks for ethics and honesty. After activist scrutiny of every aspect of industrial policy, senior management's high ratings have never been the same since. Part of this slide resulted from an often quite reactive response to criticism. Issues management was innovated and developed to give industry a philosophy, a set of refined functions, and tactics to give it more of a proactive approach to its vilification.

In 1977, W. Howard Chase coined the term issue management, which he designated as a new science. To recommend a new kind of corporate communication response to critics of business activities, Chase drew on his long-term corporate public relations experience, especially his tenure at American Can Company. He was also influenced by John E. O'Toole, who may have coined the term advocacy advertising.

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