Issues management planning and preparation is not a reactive task—it’s a proactive necessity. As communicators, we must anticipate potential challenges and prepare our organisations to navigate them effectively.
The preparation begins with observation. We must scan the horizon for potential threats, whether they stem from internal processes, external factors, or unforeseen events.
However, working in isolation can hinder our ability to develop comprehensive solutions. Siloed thinking limits our perspective and blinds us to critical insights from other functions and stakeholders.
Collaborate to break down siloes
While we observe keenly, we often work in isolation.
Legal experts, frontline staff, executives—they all hold pieces of the puzzle. By breaking down silos, we unlock collective wisdom. We engage in collaborative foresight, anticipating issues before they knock on our doors.
Without input from cross-functional teams—legal, operations, HR, and others—we risk overlooking crucial aspects. The issue may evolve into a crisis, catching us off guard, and issues management becomes a challenge. To avoid this pitfall, we must engage in collaborative preparation.
Navigating the issue by mapping the scenario
Armed with an issues management plan, it is critical to determine whether the plan is fit for purpose. The only way to do so, is to test it on the scenario it was created for.
Scenario mapping becomes the tool by which we know whether we are prepared for the specific issue. We can plot potential issues-based scenarios, each representing a plausible issue. From supply chain disruptions to reputational crises, these scenarios help us anticipate challenges.
These scenarios must mirror the realities of the real world. We tailor them to our organisation’s context, considering industry dynamics, stakeholder expectations, and emerging trends.
Importantly, scenario planning isn’t a solo act. We gather all relevant stakeholders. They all have a seat at the practice table.
Where necessary, being in your external partners too. Their insights can enrich your scenarios, making them more robust and adaptable.
Sidebar: Why we drill?
Emergency crews—the unsung heroes—know the value of practice. They drill tirelessly, honing their skills. But why?
Because practice breeds competence.
Our brains thrive on repetition. It is drawn to patterns and familiarity, making repetition effective.
Each rehearsal encodes responses, creating mental pathways.
Through neuroplasticity, our brains adapt in response to repetitive experiences, shaping our thoughts and actions. Neurons that fire together, wire together. This principle governs how repetition leaves lasting imprints, creating well-worn pathways that guide our beliefs and behaviors.
When the issue hits, these pathways light up. Muscle memory kicks in, and we act swiftly, guided by our well-practiced instincts.
Essential Steps for Mapping Scenarios
As the communicator on the team, you are responsible for nurturing the extended team – stakeholders, fellow colleagues, executives – to be as prepared as possible for an issue that has been agreed to be important.
You are not in control of whether the relevant department churns out the right number of product, or the correct team has done an audit on services provided, or even that a function has paid the value chain of service providers on time.
What you are in control of is identifying the issue, coming up with a plan to mitigate the issue, and getting the team practiced on what to do IF the issue happens.
This entails running through the scenario with the stakeholders, and getting them all familiar enough with it, to point out where possible challenges might happen, how the situation might unfold, and what does the organisation do as a team to take care of it.
Here are 3 broad steps that you must take to map the scenario and practice it well:
1. Scenario Design: Begin by selecting a scenario relevant to your organisation. Is it a data breach, product recall, or sudden leadership change? Define the context, triggers, and potential consequences. Remember, specificity matters.
2. Stakeholder Engagement: Engage stakeholders early. Pitch the scenario practice as an investment in collective resilience. Explain their roles, responsibilities, and the value of their participation. Whether it’s a tabletop exercise or a full-scale simulation, their involvement is critical.
3. Post-Practice Reflection: After the dynamic exercise or simulation, gather feedback. What worked? What needs refinement? Adjust your plan accordingly.
Here’s a key mindset to hold when practising scenarios – Perfection is not the goal; agility is. We are cultivating adaptability—the ability to pivot, adjust, and stay on course even when unexpected events unfold.
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