Author Archives: managingoutcomes

About managingoutcomes

Issue and crisis management expert

Lessons from a food recall health crisis

Sometimes the company at the center of a crisis follows the conventional textbook response, yet external forces drive the situation completely out of control. Two years ago this month, Australia was gripped by a food contamination panic which triggered political … Continue reading

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No more ‘Sergeant Schultz’ for top executives in a crisis

How long can top executives credibly claim ignorance of malpractice happening on their watch? The bumbling Sergeant Schultz on Hogans’ Heroes became famous for his catchphrase “I see nothing, Nothing-g-g”. The joke of course was that he DID see what … Continue reading

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How WikiLeaks revealed a ‘secret’ issue management plan

It’s not often the world gets to see inside a confidential issue management plan. But when that happens, it sometimes exposes a strategy which probably sounded great at the Board table, but maybe didn’t look so great on the front … Continue reading

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Should you blame a crisis on a rogue employee or the system?

Blaming a rogue employee or system failure is a pretty popular crisis strategy. But one of the most notorious cases of blaming a rogue employee for a crisis has just been turned on its head, with a court deciding the management system rather … Continue reading

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Why crisis preparedness is a great investment

Any time someone questions how to justify the expense of crisis preparedness and executive training, just remember the dire financial impact of a real crisis. Last month’s accident at Dreamworld was a terrible tragedy for the families of the four … Continue reading

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How to explain illegally bulldozing an historic building

PR is sometimes cynically described as trying to put the best possible complexion on a given set of facts. Of course it’s much, much more than that. But occasionally that’s the priority when you are caught out doing something really … Continue reading

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Superannuation and dog racing: Policy back-flip or ‘responding to stakeholders’?

One of the challenges for policy makers and managers everywhere is how best to communicate a major change of mind. Will it be negatively perceived as a back-flip by a weak leader, or recognised as a positive outcome resulting from flexible … Continue reading

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